‘‘This is really still a nightmare — a German nightmare,’’ asserted Mechtilde Maier, Deutsche Telekom’s head of diversity. A multinational company with offices in about 50 countries, Deutsche Telekom is struggling at German headquarters to bring women into its leadership ranks. It is a startling result; at headquarters, one might expect the greatest degree of compliance to commands on high. With only 13% of its leadership positions represented by women, the headquarters is lagging far behind its offices outside Germany, which average 24%. Even progress has been glacial, with an improvement of a mere 0.5% since 2010 versus a 4% increase among its foreign subsidiaries. The phenomenon at Deutsche Telekom reflects a broader pattern, one that manifests in other organizations, in other nations, and in the highest reaches of leadership, including the boardroom. According to the Deloitte Global Centre for Corporate Governance, only about 12% of boardroom seats in the United States are held by women and less than 10% in the United Kingdom (9%), China (8.5%), and India (5%). In stark contrast, these rates are 2—3 times higher in Bulgaria (30%) and Norway (approximately 40%). Organizations are clearly successful in some nations more than others in promoting women to leadership ranks, but why? Instead of a culture’s wealth, values, or practices, our own research concludes that the emergence of women as leaders can be explained in part by a culture’s tightness. Cultural tightness refers to the degree to which a culture has strong norms and low tolerance for deviance. In a tight culture, people might be arrested for spitting, chewing gum, or jaywalking. In loose cultures, although the same behaviors may be met with disapproving glances or fines, they are not sanctioned to the same degree nor are they necessarily seen as taboo. We discovered that women are more likely to emerge as leaders in loose than tight cultures, but with an important exception. Women can emerge as leaders in tight cultures too. Our discoveries highlight that, to promote women to leadership positions, global leaders need to employ strategies that are compatible with the culture’s tightness. Before presenting our findings and their implications, we first discuss the process by which leaders tend to emerge.