How Gender Norms Continue to Hold Women Back in the Workplace and Leadership Roles
Gender equality in the workplace has improved in many visible ways, yet women remain significantly underrepresented in positions of real authority and power. A recent research-based model helps explain why this gap persists, showing that deeply rooted gender norms, rather than lack of ability or ambition, continue to shape how women rise—or struggle to rise—through organizational hierarchies.
The research focuses on how women gain influence at work and why certain paths are more accessible than others. It highlights that women are often guided, rewarded, or constrained by expectations about how they “should” behave, especially when leadership and authority are involved.
Two Distinct Pathways to Influence: Power and Status
The model introduced in this research identifies two main pathways through which individuals can gain influence in the workplace: power and status.
Power is associated with direct control over resources, decision-making authority, and the ability to influence outcomes through dominance, assertiveness, or command. Status, on the other hand, is linked to respect, admiration, and recognition that come from perceived competence, expertise, and collaboration.
While both pathways can lead to leadership positions, they do not offer equal outcomes. Power typically provides more concrete authority and long-term control, whereas status often results in softer influence that depends on continued approval from others.
According to the research, women tend to have easier access to status-based pathways, while men are more readily accepted on power-based paths. This imbalance plays a major role in shaping leadership outcomes across organizations.
Why Status Feels Safer for Women
Status-based influence aligns more closely with traditional feminine stereotypes. Behaviors such as being cooperative, supportive, knowledgeable, and skilled are generally seen as socially acceptable—and even expected—from women in professional settings.
Women who emphasize their expertise, demonstrate competence, and contribute collaboratively are more likely to gain respect without triggering negative reactions. These strategies help women build influence while staying within what the research describes as gender-congruent behaviors.
However, the downside is significant. Status-based influence often lacks the formal authority and resource control that comes with power. This means women may be respected and valued, yet still excluded from major decisions or leadership roles that shape organizational direction.
The Power Pathway and the Cost of Breaking Gender Norms
The power pathway includes behaviors such as assertiveness, confidence, initiative-taking, and, in some cases, aggression. These traits are culturally associated with masculinity and leadership.
When women pursue power using these strategies, they often face backlash. Instead of being praised for leadership qualities, they may be viewed as unlikeable, threatening, or overly dominant. This reaction creates a powerful disincentive for women to seek authority in direct ways.
The research explains that women who take this gender-incongruent path experience more resistance, even though this pathway offers greater authority and control. As a result, many women are forced into a difficult trade-off: pursue power and face social penalties, or pursue status and accept limited authority.
Psychological Drivers Behind the Leadership Gap
The model draws on psychological research to explain why these patterns persist. One key factor is the widespread presence of fixed mindsets about gender and leadership. A fixed mindset assumes that traits like dominance, leadership ability, or authority are innate and largely unchangeable—and often implicitly male.
In contrast, a growth mindset views personal attributes as developable through effort and experience. People with growth mindsets are less likely to rely on gender stereotypes when evaluating leadership potential.
The research suggests that encouraging growth mindsets within organizations can help reduce bias, making it easier for women to move across both status and power pathways without facing disproportionate resistance.
The Role of Organizations and Managers
Workplaces play a critical role in reinforcing or challenging these gendered pathways. Awareness is a crucial first step. Organizations that recognize the existence of gendered leadership norms are better positioned to counteract them.
Managers who adopt growth-oriented perspectives toward their teams are more likely to evaluate employees based on potential rather than stereotypes. This shift can lead to fairer promotion decisions and more inclusive leadership development.
Another key factor is male allyship. When men in leadership positions actively support women, challenge biased assumptions, and advocate for equitable opportunities, organizational norms begin to change.
Increasing women’s representation in leadership also has a reinforcing effect. As more women occupy positions of authority, stereotypes about who “fits” leadership roles gradually weaken.
Practical Insights for Women Aspiring to Leadership
The research also offers insights into strategies women can use to navigate these barriers more effectively.
One key recommendation is to combine status and power signals. Women who establish credibility and respect first, then gradually assert authority, may face less backlash than those who pursue dominance overtly.
Subtlety matters. Explicit displays of dominance can trigger threat responses, while more understated behaviors—such as confident body language, sustained eye contact, and measured assertiveness—may be perceived as less confrontational and more acceptable.
Another important issue highlighted is group size. Women leaders are often placed in charge of smaller teams, which can limit visibility and perceived leadership capacity. Being aware of this pattern and actively seeking larger responsibilities can help counteract this structural disadvantage.
Why Women Are Still Managing Smaller Teams
Research consistently shows that women tend to lead smaller groups than men, even at similar organizational levels. This phenomenon reinforces perceptions that women are better suited for limited or supportive leadership roles rather than large-scale authority.
Managing larger teams often leads to greater exposure, influence, and advancement opportunities. Without access to these roles, women may find themselves plateauing despite strong performance.
Recognizing and addressing this pattern is essential for both individuals and organizations committed to leadership equity.
Broader Context: Gender Norms and Leadership Worldwide
This model fits within a larger body of research showing that gender norms influence leadership across industries and cultures. From performance evaluations to promotion decisions, subtle biases shape how leadership potential is perceived.
Women are frequently expected to balance warmth with competence, while men are rewarded for decisiveness and dominance. These expectations create structural hurdles that individual effort alone cannot overcome.
Addressing these challenges requires systemic change, including transparent evaluation criteria, bias-aware leadership training, and intentional support for diverse leadership styles.
Why This Research Matters
Understanding how gender norms shape leadership pathways is essential for creating fairer workplaces. This research does not suggest that women need to change who they are, but rather that organizations must rethink how leadership is defined, rewarded, and evaluated.
By acknowledging that influence can be built through multiple pathways—and that no single path should be gendered—organizations can unlock talent that has long been constrained by outdated norms.
Real progress depends on moving beyond surface-level diversity goals and addressing the psychological and structural drivers that continue to hold women back.
Research Reference:
Psychological drivers of gender disparities in leadership paths – Trends in Cognitive Sciences
https://doi.org/10.1016/j.tics.2025.10.008
