Abstract
Sandra Harding, in her recent book The Science Question in Feminism,1 pointed out the long-standing and still prevalent male perception that women do scientific work, but do not usually direct it. The perception has been assaulted with increasing frequency lately as more and more scientifically trained women become project leaders, program managers, mid-level and upper-level bureaucrats, and executives in science-related companies. Such positions clearly carry significant responsibilities and power. Decisions about funding for research projects, about recruiting, about promotions and tenure, all are now being made by females, and not only by male managers and administrators.
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