Women’s Leadership: A New Narrative

Beyond the Evidence, Toward Unlocking Talent

Photo © Nicolas Verny

Driven by contemporary movements for women’s empowerment, the transformation of professional leadership highlights historical disparities that the current wave of women speaking out invites us collectively to redress. In the corridors of power, women have been relegated to subordinate positions, their full potential remaining untapped. This unequal distribution of leadership roles resembles an outdated scenario whose rules deserve to be redefined.

A decisive turning point is now taking shape in our collective approach. It is time to adopt a new perspective. The debate over women’s intellectual capacity to lead is over—or should be. By constantly stating the obvious, we paradoxically perpetuate doubt. To borrow a phrase I often use: “What goes without saying is even better when said differently.”

Contemporary research now invites us to shift the spotlight. According to several studies published in the Journal of Applied Psychology, it is no longer the behavioral differences between men and women that deserve our attention, but rather the unequal access to power in our society. Close observation of workplace dynamics reveals that female executives find their voices as soon as they fully occupy the space—both physical and symbolic—that they deserve to occupy.

Power transforms, beyond gender

The data speaks for itself: according to research by Rosabeth Moss Kanter and, more recently, Deborah Gruenfeld, in a staggering 9:1 ratio, behaviors considered “feminine” or “masculine” are in fact the result of power rather than innate traits. In the professional arena, just as on a theater stage, it is roles that shape behavior, not the other way around.

This transformation can be observed daily: people in positions of authority, regardless of their gender, naturally develop assertiveness and a willingness to take risks—this “agency” often attributed to men. Conversely, those in subordinate positions cultivate greater interpersonal sensitivity, a quality traditionally associated with femininity. These observations are corroborated by Susan Fiske’s work on the dynamics of power and social affiliation.

This revelation is liberating. It invites us to deeply question our assumptions about what it means to “lead like a woman” or “lead like a man.” Coaching approaches that incorporate the physical dimension allow us to explore these power postures, to feel in our bodies what it means to fully occupy our space, project our voices without restraint, and embody our authority without apologizing.

The Paradox of Invisible Skills

A striking paradox emerges from the data: according to a longitudinal study by Zenger Folkman involving more than 60,000 leaders, women outperform men in 84% of the leadership skills assessed. They particularly excel in initiative, resilience, personal development, results orientation, and integrity.

Yet, as documented in the McKinsey & Company report “Women in the Workplace,” women hold less than 10% of executive positions in large companies. This imbalance persists despite the clear evidence of their talents.

Modern training approaches using guided improvisation and role-playing provide a concrete way to visualize this disparity: role-reversal exercises reveal how the same message or skill can be perceived differently depending on whether it is embodied by a woman or a man. These observations are not only revealing but often deeply moving for the clients I work with.

The Pandemic as a Litmus Test: Leading in Times of Crisis

The recent health crisis has provided an unexpected stage for women’s leadership. Research by Supriya Garikipati and Uma Kambhampati shows that countries led by women generally managed the pandemic better, with significantly lower mortality rates. A study by the Harvard Business Review confirms this trend: during the first months of the crisis, female leaders were rated as more effective than their male counterparts by their teams, with the gap widening even further than in normal times.

This performance can be explained in part by their excellence in skills that have become crucial in times of uncertainty—skills identified in Amy Edmondson’s work on psychological safety: inspiring and motivating others, communicating effectively, collaborating, and building strong relationships. Developing these abilities to adapt and listen authentically in the face of the unexpected has proven essential.

One truth has emerged in the face of this crisis: it is not so much authority that provides reassurance as authenticity. Leaders capable of expressing empathy while maintaining a clear course have naturally emerged during this period—confirming what women often do intuitively when given the opportunity.

From the Glass Cliff to the Recognition of Skills

The “glass cliff” phenomenon, documented by researchers Michelle Ryan and Alexander Haslam, illustrates another paradox: women are often appointed to leadership positions during times of crisis, when the risks of failure are high. The challenge, then, is to transform what might seem like a trap into a genuine opportunity to demonstrate unique skills.

Amy Cuddy’s work on presence and power highlights the importance of a grounded presence and the right words as essential tools for fully embodying authentic leadership in these critical moments. These situations, though complex, can become catalysts that reveal the potential for transformational leadership.

Toward a New Collective Approach

To bring about lasting change in our collective professional lives, several actions are needed, all supported by current research:Epilogue: The Art of Leading Differently

1.    Rethinking our hiring practices: Hiring and promotion processes must be mindful of the biases that influence our perceptions, as demonstrated by Joan Williams’ work on “bias interrupters.” Identifying these biases is the first step toward neutralizing them.

2.    Investing Early in Potential: Herminia Ibarra’s research reveals that young women need to be encouraged from the very start of their careers so they can explore different leadership approaches, thereby building lasting confidence that will sustain them throughout their careers.

3.    Creating Inclusive Spaces: Scott Page’s studies on cognitive diversity prove that every voice enriches collective creation; our organizations must systematically value diverse perspectives in decision-making processes.

4.    Redistributing Power: Alice Eagly’s work on role congruence invites us to recognize that perceived gender differences are less innate than they are constructed by differential access to power. An embodied understanding of these dynamics allows us to transform them more effectively.

Contemporary research is unequivocal: the problem is not a lack of ability among women, but an unequal distribution of opportunities and power. Approaches that integrate physical, vocal, and creative dimensions allow us to reconnect with authentic power—the power that resides in each individual’s body, voice, and creativity.

True leadership cannot be taught solely through concepts. It is embodied. It is lived. It is shared. This profound transformation allows us to fully inhabit our power, without masks or pretense.

For leadership, ultimately, may simply be daring to be fully oneself—in all one’s complexity, vulnerability, and strength.

Carole Proszowski