In the echelons of corporate leadership, women often grapple with a paradoxical challenge: staying true to themselves while conforming to traditional gender norms.
This balancing act is not just a personal dilemma but a professional hazard, especially when considering the “glass cliff” phenomenon.
Research indicates that women executives are more likely to exit their roles prematurely compared to their male counterparts. This trend raises critical questions about the sustainability of leadership models and the definition of authenticity in the context of gender.
Authenticity, a prized quality in leaders, takes on a complex dimension for women in executive roles. Society’s expectations often dictate a gender-specific blueprint for female leaders, subtly enforcing a standard that may not align with their true selves. This imposed authenticity is not just limiting but can be counterproductive to the diversity of thought and innovation that these leaders bring to the table.
The “double bind” that women leaders face further complicates this scenario. They are often expected to exhibit both competence and warmth, a combination that is less frequently demanded of male leaders. This double standard extends to their appearance and behavior, which undergo a level of scrutiny rarely applied to men. These factors contribute to the glass cliff, where the risk of failure and the pressure to conform are disproportionately high for women in leadership roles.
Research reveals two key challenges for women in corporate leadership:
Double Bind Dilemma: Women leaders often face conflicting expectations. They are required to exhibit traditional masculine traits like assertiveness to be seen as competent but risk being labeled as overly aggressive, unlike their male counterparts, if they do so.
Glass Cliff Phenomenon: Women are more likely than men to be appointed to leadership roles during times of organizational crisis, setting them up for a higher risk of failure. This contrasts with the ‘glass ceiling’ that impedes reaching senior positions in more stable circumstances.
However, there is a silver lining. The evolving landscape of corporate governance is increasingly recognizing the value of diverse leadership styles. The emphasis is shifting towards creating environments where leaders, irrespective of gender, can thrive without the pressure to fit into a pre-defined mold. This change is not just about fairness but also about effectiveness. Studies have shown that organizations with diverse leadership teams tend to perform better financially and are more innovative.
In this context, the call for authentic and compassionate leadership is more relevant than ever. The corporate world needs leaders who can navigate the complexities of their roles without losing sight of their individuality. For women in leadership, this means charting a path that embraces their unique perspectives and strengths, rather than conforming to an outdated standard.
The journey towards authentic leadership for women is fraught with challenges. Yet, it is a journey worth embarking on, both for the individual leaders and the organizations they guide. As we foster environments that celebrate authenticity and diversity, we pave the way for a more inclusive and effective leadership paradigm.
Let’s reflect on the aspirational words of Sheryl Sandberg, the former COO of Meta / Facebook, who envisioned a future of leadership defined by skill, not gender: “In the future, there will be no female leaders. There will just be leaders.”