Breaking the Bias: Why We Still Struggle with Female Leadership

Sep 7

Written By Nathaniel Steele

It’s 2024, and yet, the question still lingers: Why do so many people, both men and women, struggle with the idea of women in leadership roles? We see the evidence in our workplaces, our communities, and even in political polling. In a recent experience, I watched as a woman was polled on her thoughts about Vice President Kamala Harris, specifically whether she would be capable of handling a crisis if one struck in the middle of the night. The response? Hesitation, followed by doubt. She wasn’t sure if Kamala could handle such a situation.

The question we should be asking isn’t about Kamala’s capability — her long career speaks volumes — but why, even now, we question women’s ability to lead in moments of high pressure. Why do we still harbor these doubts?

The Double Bind of Female Leadership

At the heart of this issue is something many refer to as the “double bind.” Women leaders are often expected to exhibit traditionally masculine traits like assertiveness, decisiveness, and strength, yet when they do, they’re frequently criticized as being aggressive or “too much.” On the other hand, if they display traditionally feminine qualities, such as warmth or empathy, they’re seen as weak or ineffective. It’s a no-win situation for many female leaders, who walk a tightrope between these contradictory expectations.

These contradictory expectations are rooted in a long history of associating leadership with masculine traits, which brings us to the next important factor: the historical weight of bias.

Take Kamala Harris as an example. Throughout her career, she’s navigated some of the highest echelons of power, yet the mere suggestion that she might receive a crisis call in the middle of the night casts doubt on her leadership. Why is it that when a man in a similar position faces that hypothetical scenario, we don’t see the same kind of skepticism? The implicit bias runs deep.

The Historical Weight of Bias

Historically, leadership has been closely associated with masculine traits. From the boardroom to the Oval Office, the image of a leader has long been a man in a suit, giving orders and commanding authority. Women, by contrast, have been boxed into roles where nurturing and supporting are valued above all else. While there’s nothing inherently wrong with these traits, they’ve been unfairly cast as incompatible with leadership, despite countless examples to the contrary.

Consider women like Indra Nooyi, the former CEO of PepsiCo, or Jacinda Ardern, former Prime Minister of New Zealand. Both women exhibited leadership that challenged traditional stereotypes, and yet, they too faced scrutiny that their male counterparts often didn’t. This pattern of bias isn’t limited to politics — it shows up in boardrooms, classrooms, and every level of business. When assertive, women are seen as difficult. When accommodating, they’re perceived as weak. And when successful, people question whether they got there to fill a quota rather than on merit.

The truth is, both men and women can hold these biases, and many do so unconsciously. It’s not always overt, but the impact is felt by female leaders everywhere. These biases limit opportunities, foster doubt, and create unnecessary hurdles for women who are just as capable—if not more so—than their male peers.

Representation Matters

One of the biggest reasons we struggle with female leadership is simple: We haven’t seen enough of it. While women have made strides in leadership across sectors, the reality is that leadership still skews male, particularly in the highest positions of power. When people are less familiar with women in charge, it can create discomfort or resistance, even when those women are perfectly qualified. It’s the “she’s never done this before” fallacy — how can she lead if we’ve rarely seen women in that role?

That discomfort, however, is no excuse to keep women out of leadership. The solution is more representation, not less. The more women we see in leadership roles, the more normal it becomes, and the less we feel the need to question their ability to lead — at night or during the day, in crises or in calm.

It’s also important to recognize that representation needs to be intersectional. Women of color, LGBTQ+ women, and women from different socioeconomic backgrounds face unique barriers to leadership that compound the gender bias they already experience. For instance, Kamala Harris is not only a woman, but a Black and South Asian woman. Her race and gender together fuel an even more complex set of biases and assumptions about her abilities.

If we want to see a real shift in how leadership is perceived, we need to push for diverse representation in every sense of the word.

The Role of Men as Allies

While greater representation of women is key to dismantling these biases, men also play a crucial role in challenging the outdated narratives around leadership. Men in positions of power can become allies by acknowledging their own unconscious biases and actively working to create environments where women can thrive.

For example, men can advocate for policies that promote gender equity, such as equitable parental leave or mentoring programs specifically aimed at developing female leaders. Furthermore, they can use their platforms to amplify women’s voices and ensure that leadership decisions aren’t made in male-dominated silos.

As society continues to evolve, it’s important for men to not only support women in leadership but also challenge the systems and attitudes that have limited women’s opportunities for so long.

Challenging Ourselves

As we reflect on why these biases persist, we must also challenge ourselves. If we’re hesitant about female leadership, what’s fueling that doubt? Is it rooted in reality, or are we simply succumbing to old narratives that no longer serve us? As women continue to break barriers in business, politics, and beyond, it’s time for us to do the same with our thinking.

Leadership is not about gender. It’s about vision, resilience, and the ability to make tough decisions. If we continue to limit our definition of leadership to one narrow stereotype, we’ll miss out on the incredible talent that women bring to the table.

The next time someone questions whether a woman can handle a crisis in the middle of the night, let’s ask a different question: Why shouldn’t she? Let’s rewrite the narrative, celebrate the leaders we have, and build a world where every capable leader — man or woman — is trusted to rise to the challenge.

Nathaniel Steele is an experienced writer with 37 years of expertise as an investigator and interviewer. He creates engaging fiction, editorials, and narratives that explore and challenge key American social experiences.

Nathaniel Steele is an experienced writer with a strong background in conducting interviews and investigations within federal law enforcement. He creates engaging fiction, editorials, and narratives that explore American social experiences.