Addressing Bias Against Women in the Workplace

Women’s Struggle for Success in the Workplace

The double bind women face in the workplace presents a challenging paradox. Unfair assessments and the “abrasiveness trap” based on gender stereotypes have real consequences for women in the workplace, particularly when it comes to promotions and opportunities for advancement.

“Too nice”

On one hand, there’s the societal expectation for women to be nurturing and accommodating. When women exhibit these traits congruent with the feminine stereotype, they are considered too soft, or too weak to be an effective leader. Conforming to the stereotype can lead to being passed over for promotions.

“Too bossy”

On the other hand, when they assert their ambition and assertiveness, they risk being penalized and labeled as bossy or harsh, as it doesn’t align with the expectations of femininity.

The double bind

This Catch-22 situation often leaves women feeling trapped between being perceived as either too nice or too ambitious. This double bind makes it difficult to navigate and succeed in the professional world.

Leadership Qualities

When women demonstrate assertiveness, confidence, and assertive leadership, they are frequently labeled with derogatory terms such as “abrasive,” “aggressive,” or “bossy.” These labels are rooted in gender stereotypes and reflect societal expectations of how women should behave – submissive, nurturing, and accommodating. When women deviate from these expectations, they face backlash and are unfairly judged for their assertiveness and ambition.

In contrast, men who exhibit similar leadership traits are often lauded as decisive, strong, and assertive. Their behavior is seen as natural and expected, reflecting the traditional archetype of a leader. This double standard not only reinforces gender biases but also creates a hostile environment for women striving to advance in their careers.

A 2005 Catalyst report analyzed key leadership behaviors and found that “taking charge” qualities are associated with masculine stereotypes, while feminine stereotype qualities are associated with “taking care’.[1]

Qualities such as being decisive, assertive, or being able to give feedback, are crucial elements of a leader, but they are associated with masculine traits. When a woman exhibits these traits, she is likely to be perceived as bossy, harsh, or abrasive and evaluated as less likable. Men are rewarded when they exhibit these qualities, but women encounter resistance and pushback.

Labels in Performance Reports: Impacts on women

Performance evaluations and personality labels can have a profound impact on your career advancement, particularly for women. Unfortunately, ingrained biases and double standards in the workplace not only perpetuate gender inequality. They can also hinder professional growth and advancement of talented women.

Unfair assessments based on gender stereotypes have real consequences for women in the workplace, particularly when it comes to promotions and opportunities for advancement. In progress reports, women who are labeled as “abrasive” or “difficult to work with”. These personality labels are sticky and hurt women. They result in the women being passed over for promotions, despite their qualifications and accomplishments. This systemic bias not only deprives organizations of valuable talent but also perpetuates a cycle of inequality, where women are consistently denied the opportunities to reach their full potential.

When women are assertive, people call them B-words, pushy, preachy, uppity. The same assertiveness in men is perceived as commanding and ambitious. Kieran Snyder used a linguistic analysis to study performance reviews of men and women and found that the word abrasive was used 17 times to describe 13 women. The word abrasive was not found in men’s reviews.[2]

Shifting our mindset and workplace culture

Addressing this issue requires a fundamental shift in organizational culture and mindset:

1. Leaders must recognize and challenge their own biases.

2. Leadership must actively work to eliminate gender stereotypes from performance evaluations.

3. Women need inclusive environments where they are valued and empowered to succeed.

By promoting diversity, equity, and inclusion, organizations can harness the full potential of their workforce and create pathways for women to thrive and excel in leadership roles.

Notes on the author

Ilse Gevaert is a psychologist and coach with expertise in leadership, neurodiversity (ASD and ADHD), giftedness, trauma, narcissistic abuse, and resilience. Ilse continued her education at prestigious institutions such as Harvard and Cornell, where she obtained leadership certificates that have informed her practice.

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References

[1] “Women Take Care, Men Take Charge: Stereotyping of U.S. Business Leaders Exposed,” Catalyst, 2005. https://www.catalyst.org/wp-content/uploads/2019/02/Women_Take_Care_Men_Take_Charge_Stereotyping_of_U.S._Business_Leaders_Exposed.pdf

[2] Snyder, K. (2014). “The abrasiveness trap: High-achieving men and women are described differently in reviews”. Stanford University. https://web.stanford.edu/dept/radiology/cgi-bin/raddiversity/wp-content/uploads/2017/12/TheAbrasivenessTrap.pdf