Let’s encourage more women to lead, support each other’s professional growth, and share our stories of overcoming challenges.
Meet Jennifer and Katrina, two female leaders in high-pressure roles who experienced starkly different reactions to their leadership styles. Jennifer, a marketing graduate with no technical background, ventured into the tech industry. She successfully navigated her initial challenges with the support of female mentors. These mentors not only guided her professionally but also demonstrated how to balance a demanding career with a fulfilling personal life.
Katrina, meanwhile, faced a different set of challenges when she addressed unacceptable behavior within her team. Instead of being recognized for simply taking charge as the leader, she was labeled “controlling”. This feedback, particularly because it came from another woman, was both surprising and disheartening for her. It raised a critical question: Would a man in the same situation simply be seen as exercising his leadership?
These stories illustrate the complex terrain women must navigate in leadership roles and highlight how differently their actions can be perceived. Findings from the 2024 study of Manuela Tremmel of FernFH Distance-Learning University of Applied Sciences and Ingrid Wahl of University of Vienna shows that both men and women often view female leaders more critically when they exhibit assertive behaviors, traits usually applauded in their male counterparts. Women, in particular, tend to evaluate female leaders more negatively, revealing a complex interplay of expectations and judgments that women hold about other women in leadership roles.
It’s troubling to think that traits propelling men to leadership are the same ones that can tarnish women’s reputations in similar roles. Why the different standards? And why do women, who face these biases themselves, perpetuate these stereotypes?
This underscores the crucial need for women to support each other more than ever. If we aim to break the glass ceiling, we must start by changing how we perceive and evaluate female leadership. We need to appreciate female leaders for their strengths and leadership qualities, not through the lens of outdated stereotypes.
The study reveals that female leaders are generally associated with both agentic (traditionally masculine) and communal (traditionally feminine) traits. However, these traits can sometimes be viewed negatively when attributed to women. This reflects discomfort or skepticism about women displaying traits traditionally reserved for men, while overly communal traits are seen as undermining a woman’s authority in leadership roles.
These insights suggest that the harsh judgments women pass on other women in leadership could stem from conflicting feelings about what traits are appropriate or effective in leadership roles. This highlights a critical need to reevaluate the criteria we use to assess leadership, pushing beyond traditional frameworks that define what a “good” leader should be based on gendered expectations.
As women strive to break through leadership glass ceilings, we must challenge these complex biases and promote a more inclusive understanding of leadership qualities that transcend traditional gender roles. By fostering a supportive network and advocating for unbiased evaluations of leadership traits, we can create a more equitable pathway for all aspiring leaders.
Consider again the story of Jennifer, a key figure from my dissertation research. Jennifer’s advancement was significantly propelled by the support from her mentors, all of whom were women. These mentors showed that it was possible to excel professionally while maintaining a fulfilling family life. They helped Jennifer navigate the complexities of a tech environment and showed her that balancing career and personal life is achievable. Jennifer’s story exemplifies the strength that comes from women uplifting women, fostering an environment where female leadership is celebrated.
To cultivate such an environment, we must recognize and challenge the biases that underpin our perceptions. We must actively support women in leadership roles, championing policies and cultures that value diverse leadership styles. We must build networks that empower women to lead without fear of undue criticism or bias.
As we push for these changes, let’s also celebrate the successes of women who break barriers and redefine leadership. Let’s encourage more women to lead, support each other’s professional growth, and share our stories of overcoming challenges. By doing so, we not only pave the way for future generations of female leaders but also contribute to a more inclusive and equitable workplace culture.
Let this be our collective endeavor: to ensure that every woman in leadership is supported, not criticized; empowered, not hindered.
Jessica is the Assistant Dean for External Affairs and Lasallian Mission of the Ramon V. del Rosario College of Business and serves as an associate professor in the Department of Decision Sciences and Innovation at De La Salle University. She has earned both her Doctor of Business Administration and Master of Business Administration degrees from the same institution. Jessica can be contacted at jessica.ranieses@dlsu.edu.ph.
The perspectives shared in this piece are solely the author’s and do not necessarily represent the official views of De La Salle University, its faculty, or its administration.