Why Do Women Outshine in Leadership Skills, Yet Remain Underrepresented?

Despite overwhelming evidence that women often excel in critical leadership competencies, the number of women in senior and executive roles remains frustratingly low. Various studies, including research by Zenger Folkman, reveal that women rate higher in 17 out of 19 key leadership competencies, including resilience, taking initiative, building relationships, and driving for results. Yet, these competencies haven’t translated into equitable representation at the highest levels. This article will explore why this gap exists and what we, as leaders and organizations, can do to bridge it.

Breaking Down the Data: A Case for Women’s Leadership

Let’s start with what the data tells us. The findings by Zenger Folkman showed that in their analysis of thousands of 360-degree assessments, women not only matched but surpassed their male counterparts in most leadership qualities. This is significant for several reasons:

1. Women excel in “soft” and “hard” leadership skills: Women rated higher in traditionally “nurturing” competencies, like developing others and building relationships, which are essential in motivating teams and fostering engagement. But they also outperformed men in competencies often associated with male leadership, such as initiative and results orientation.
2. Higher effectiveness at every level: Regardless of the hierarchy, women in these studies were perceived as equally or more effective than men by their peers, bosses, and direct reports. In top leadership positions, where strategic vision and results are crucial, women continue to shine.

So, if women are showing the potential, why isn’t this reflected in the C-suite?

The Gap Between Potential and Opportunity

Research suggests that the underrepresentation of women in senior leadership is less about capability and more about structural and societal barriers. Let’s examine the top challenges:

1. Cultural and Unconscious Biases

Despite progress, unconscious biases still play a significant role in decision-making processes. Many people carry outdated perceptions about what leadership “looks like,” often envisioning traditionally male characteristics. This affects hiring, promotion, and evaluation processes. Women are often held to higher standards and are less likely to be promoted based on potential alone, while men are frequently advanced on perceived promise.

Action Point: Training and awareness initiatives that address unconscious bias can help leaders recognize and mitigate these biases. It’s essential to evaluate candidates based on measurable skills and achievements, rather than relying on subjective impressions that might be skewed by stereotypes.

2. The Confidence Gap and Societal Expectations

Women are often conditioned to seek perfection and avoid mistakes. According to Zenger Folkman’s studies, many women report feeling a constant need to “prove” themselves, leading to heightened stress and often a lack of confidence in their abilities. This contrasts with the “confident until proven wrong” attitude observed in many male leaders. Societal expectations exacerbate this gap by pushing women to excel in all areas — career, family, and social roles — while managing the risk of being perceived as “too ambitious.”

Action Point: Organizations should create cultures where it’s safe to take calculated risks. Offering mentorship and coaching tailored to build confidence can empower women to step forward and trust their abilities. Normalizing mentorship programs that focus on confidence and resilience will benefit not only women but any leader who feels hesitant to take on more significant challenges.

3. The ‘Double Bind’ in Leadership Styles

Women often face a “double bind” in leadership roles: when they display assertive behavior, they’re criticized for being too aggressive or unlikable. When they adopt a more collaborative, less authoritative approach, they risk being seen as weak or indecisive. This paradox means that women have to navigate a narrower band of acceptable behavior than their male counterparts.

Action Point: It’s vital to redefine what we view as effective leadership. Emphasizing empathy, collaboration, and adaptability — qualities in which women often excel — can help dismantle the bias that leaders must always exhibit hard-nosed assertiveness to succeed.

4. The Structural Hurdles of Career Advancement

Workplace structures can inadvertently disadvantage women, particularly those who take career breaks for caregiving. These gaps in traditional career trajectories are often unfairly interpreted as a lack of ambition or commitment. As a result, many women find themselves sidelined or overlooked for promotion opportunities that prioritize continuous tenure.

Action Point: Introducing flexibility into career progression, such as “on-ramps” for those returning from a break, can be transformative. Instead of penalizing gaps, organizations can adopt models that recognize diverse career paths and value the rich perspectives these can bring.

5. Lack of Role Models and Mentors

For many women, the absence of relatable role models and mentors in leadership roles is a significant deterrent. Without visible examples of women who have succeeded in leadership, aspiring leaders may struggle to see themselves in those positions.

Action Point: Companies can encourage women in leadership to engage in mentorship programs. Having more visible female role models signals that women’s leadership is both valued and achievable. Establishing networks that support women’s advancement can create a cycle of mentorship that continually strengthens the pipeline.

Moving Towards Equitable Representation: A Call to Action

Addressing these issues requires a multifaceted approach that reshapes both the external environment and internal culture of organizations. Here are some steps companies and leaders can take to foster an inclusive and empowering environment:

1. Embed Equity in Organizational Policies: Inclusive policies and practices should be foundational, not optional. This includes gender-neutral hiring practices, flexible working arrangements, and equal pay initiatives.
2. Encourage and Support Diverse Leadership Styles: Organizations should celebrate a range of leadership styles, recognizing that qualities like empathy, adaptability, and relationship-building are essential to a balanced, effective workplace.
3. Measure and Report on Gender Diversity Progress: Transparency in progress toward gender equity goals holds organizations accountable and keeps gender equity top of mind. This can include regular reviews of gender representation across levels and reporting progress publicly.
4. Cultivate a Culture of Psychological Safety: Leaders must foster an environment where employees feel safe to make mistakes, take risks, and express themselves fully. This can be achieved through open dialogues, empathy training, and constructive feedback loops.
5. Invest in Leadership Development for Women: Women’s leadership programs that address confidence, negotiation skills, and resilience can help to bridge gaps. Programs that sponsor women into higher positions (rather than mentorship alone) ensure they’re prepared and positioned for advancement.

In Closing: Unleashing Potential for the Future

The evidence is clear: women have the skills, resilience, and determination to lead effectively. The question is not one of capability but of opportunity. As organizations, we have a choice — to continue operating within limiting paradigms or to create environments where all talent can thrive. By committing to systemic changes and championing diverse leadership, we can unlock untapped potential and build a more equitable future. It’s time to transform the face of leadership and let skills, not stereotypes, define who leads.