Taking Gender into Account Summary

INSEAD's research paper examines how second generation bias (SGB) hinders women's advancement into leadership positions and highlights the shortcomings of current Women’s Leadership Programs (WLPs). Drawing on over a decade of insights, it offers recommendations for enhancing WLPs to increase female representation in senior roles.

Supported by the researcher’s extensive experience designing and delivering over 50 programs, the findings strongly advocate for women-only leadership initiatives that shift away from victimising and blaming women, instead focusing on their empowerment.

Context

Though over a decade old, this paper remains strikingly relevant, given the ongoing challenges that women still face in the workplace. As of 2023, women make up 41.9% of the global workforce but only hold 32.2% of senior leadership positions.

Particularly, in the UK, it was found that in 2024, only 13% of women currently hold boardroom positions, with less than 1% of these roles being held by women of colour – far from the 1 in 4 target set by the FCA in 2020.

The paper argues that historically leadership programmes have failed for women because they only viewed concepts of ‘leadership’ from a male lens. This results in a ‘fix the women’ approach to development. Doing so, it is argued, overlooks the unique barriers women face and fails to unpack the impact of gender on the path to leadership.

How underrepresentation of women creates further barriers:

Lack of Role Models: The shortage of women, especially women of colour, in senior leadership results in fewer female role models for aspiring leaders. The few female role models who do exist, are more visible and face greater scrutiny than their male counterparts.

Gendered Work: Compounding this, workplaces often prioritise visible "heroic" tasks assigned to men, sidelining the equally important behind-the-scenes roles typically filled by women. Additionally, men are more likely to have supportive mentors, widening networking gaps and further limiting advancement opportunities for women.

Building on S&P's paper, a 2023 article titled Leadership in the Workplace, recontextualises and expands on the 2011 study, providing a deeper, more nuanced analysis of gendered barriers, with a strong focus on the experiences of women of colour. The findings include:

The external factors that create barriers for women: 

1. Glass Escalator vs. Glass Ceiling: Men often benefit from the "glass escalator"-allowing rapid advancement, while women encounter the "glass ceiling"- invisible barriers hindering their promotion. 
2. Gender Biases: Women confront both first-generation biases (conscious, intentional biases) and second-generation biases (unconscious, subtle biases). These biases manifest from cultural stereotypes that deem women less capable in leadership roles. 
3. Stereotypes and Expectations: Gender fuelled stereotypes view women as ‘caring’ and men as ‘assertive’, unfairly evaluating women in leadership roles against this problematic dichotomy.
4. Think Manager–Think Male: This stereotype links effective leadership with masculinity, often disadvantaging women who may employ different, yet equally effective, leadership styles. 
5. Think Crisis–Think Female: As women are seen as more ‘caring’ and ‘nurturing’, they are more likely to be assigned direr cases. Because of this, women are disproportionately leading during times of a crisis, and so they are more likely to be blamed for a failure- resulting in the glass cliff effect.
6. Double Bind: Women leaders often encounter a dilemma where they must balance assertiveness (often seen as masculine) and likability (often associated with femininity). Being too assertive can make them seem cold, while being too accommodating can undermine their competence. This is particularly worse in male-dominated environments. 

7. Backlash: Women who adopt masculine traits to assert their leadership may face backlash, creating tension with both male and female colleagues. This backlash can manifest in decreased likability and hinder their chances of receiving promotions. 

1. Lack of Leadership Development: Women are frequently assigned fewer challenging tasks, limiting their development opportunities compared to men. This sticky floor effect perpetuates gender inequalities and affects women's career progression. 
2. Queen Bee Syndrome: Successful women in leadership may distance themselves from other women, adopting more masculine traits to navigate their roles. This can create divides among women and discourage junior women from pursuing leadership positions, as some may feel unsupported by those who have succeeded. 

The Leadership in the Workplace 2023 research paper extends its analysis beyond external systemic barriers, exploring how women’s experiences in this landscape can lead to internalised thoughts or behaviours that may unintentionally create further obstacles.

Those internal barriers include:

1. Self-Gender Stereotypes: Women often internalise societal gender stereotypes, leading to the underestimation of their leadership skills and lower self-confidence, especially in male-dominated fields. 
2. Bias and Evaluation: Women tend to accept discrimination and underestimate how others perceive them, while overrating their abilities can lead to negative consequences, highlighting bias against female leaders. 
3. Tokenism and Pressure: Women may feel as though their presence is merely symbolic, serving as a diversity checkbox, and this sentiment is more prevalent amongst women of colour in male-dominated industries. Resulting in feelings of over-consciousness and affecting their work output.
4. Stereotype Threat and Support:  Women’s anxiety about confirming negative stereotypes can undermine their performance. However, it is argued that supportive environments and female role models can enhance leadership aspirations and counteract these effects. This would be particularly helpful for women of colour as they are the ones who suffer the most under stereotype threat.

A visual representation of the complex gendered challenges that women face.

Suggested Solutions for Today:  

• A stronger focus on educating employees about gender biases to foster a cultural awareness will help everyone recognise the need for interventions which ultimately enhance their effectiveness.
• Provide comprehensive 360 Feedback to navigating the double bind will help women and their managers to see themselves as leaders.  

• Build informal networks by getting a sponsor and participating in networking activities.  

• Support women to understand and harness their unique strengths to negotiate effectively and confidently express their needs.  
• Challenge SGB and gendered work by reflecting on behaviours and specialising skillsets. 

What a WLP Should Look Like:

1. Tackle subtle stereotypes and use research on SGB to inform leadership topics to create a positive cycle of women propelling other women into leadership roles. 
2. Build a safe peer support community to encourage identity work without judgement. 
3. Anchor participants on their leadership purpose by exploring authenticity and focusing on what individuals want to accomplish. 

Considering the staggering projection that closing gender inequality will take 131 years, the urgency for action is undeniable. With women making up nearly half the workforce yet holding only 32.2% of leadership roles globally, we must confront the root causes—gender biases and stereotypes—through education and training, which can empower individuals and dismantle harmful dynamics. By promoting comprehensive feedback and fostering informal networks, we can reinforce women’s leadership potential and confidence. The consequences of inaction are significant, with the UK facing an annual loss of nearly £100 billion due to gender inequality. It is crucial that we address this issue and work collaboratively towards meaningful change.