Women have long navigated the challenging terrain of workplace bias, but recent studies paint an alarming picture of just how complex and pervasive this issue can be. From age and appearance to body size and sexual orientation, the biases against women extend deeply and widely, posing immense obstacles throughout their careers.
Recent research highlights 30 different forms of bias experienced by women in leadership roles. This report, co-authored by Amy Diehl from Wilson College, Leanne Dzubinski from Westmont College, and Amber Stephenson from Clarkson University, showcases the findings from their comprehensive study published recently in the peer-reviewed journal, Human Resource Development Quarterly.
Surveying over 900 women leaders across industries where women are typically well represented, such as health care, higher education, law, and faith-based nonprofits, the researchers unearthed biases based on identity factors unlikely to correlate with professional qualifications. It's no surprise, though, as longstanding societal attitudes often supersede logical reasoning, hindering women's advancement regardless of their accomplishments.
Drawing from their previous exploration of age discrimination, where women faced prejudice irrespective of their ages, the trio discovered biases manifesting not just from men, but also from within the ranks of women themselves. “The way we phrased the question was, ‘Tell us about any other identity factors impacting your experience’,” Diehl mentioned. “We thought there would be age and race. We were surprised and shocked when we looked through the data and came up with 30.” The varied biases include factors like accent, marital status, and pregnancy—which should be irrelevant to job performance but still seem to impede progress.
Among the stunning statistics is the persistent concept of the "broken rung", highlighting how younger women struggle to move up from entry-level positions relative to their male counterparts. Research from McKinsey & Company and Lean-In, Sheryl Sandberg's nonprofit, indicates men frequently receive promotions for their perceived potential, whereas women are often evaluated based on their track records.
Fascinatingly, even as industries become more populated with women, old biases linger. Women leaders—whether they serve as college presidents, physicians, or lawyers—still report facing various types of bias. This reality leads to the unsettling conclusion: increasing the number of women doesn’t automatically eliminate bias. Dzubinski explains, “It used to be the argument was if you have more women, it would fix itself — it's not fixing itself.” The sad irony here is women can internalize bias too, leading to competition rather than camaraderie, as some may feel threatened about other women vying for limited leadership positions.
But how can women combat workplace bias? It's no easy feat, as identity-based criticisms often feel personal when they really reflect systemic biases rooted deep within corporate culture. “It feels very much, ‘It's about me,’ but really it isn't,” Diehl explains. “It's about larger, systematic gender bias that's trying to force them out of the workplace or relegated to supporting roles rather than leadership roles.”
Organizations have their own part to play, too. They can review their internal practices and promote systemic changes to mitigate biases against women. Employing strategies like “flipping it”—where organizations would apply the same standards to men—could highlight the ridiculousness of the biases. For example, would managers question male employees' capabilities simply because they just had children?
While there’s increasing pushback against diversity, equity, and inclusion initiatives from certain political spheres, experts continue to argue passionately for these programs. Diehl states, “When woman after woman is dealing with all this stuff day after day, it takes time away from them doing their actual job. It’s hurting the organization because of the reduced quality of work they can produce.” Such sentiments make clear the urgent need to dismantle biases through strategic organizational reform and advocacy.
Meanwhile, similar revelations emerge concerning women billionaires, who now hold roughly 13% of billionaire wealth globally. A report by Altrata points out how most of these female billionaires accrued their fortunes through inheritance rather than self-made ventures, illustrating yet another form of bias and societal stratification. Notably, 38% of women billionaires inherited all their wealth, contrasting sharply with only 5% of male billionaires whose fortunes came through inheritance.
But the way women engage with philanthropy and financial avenues also sets them apart. Women tend to focus on charitable contributions and social causes more than their male counterparts. For example, nearly one-fifth of women billionaires devote most of their professional attention to nonprofits, indicating not just differences in how fortune is made or spent, but also how wealth can represent different values between genders. They’re more likely to own luxury real estate than extravagant toys like yachts or private jets.
With growing dialogue around inequities embedded within corporate structures, the importance of social change becomes increasingly apparent. Women must confront the outdated perceptions and expectations surrounding them by advocating for inclusive policies, promoting mentorship opportunities, and demanding equitable access to resources. Engaging young girls through STEM education, scholarships, and leadership initiatives serves as fundamental steps toward long-term change.
And as the renewable energy sector continues to expand, it’s encouraged to embrace this transformative potential by actively working to include more women. Organizations like IRENA suggest creating diverse, rewarding job opportunities and promoting technology advancement with involvement from women across all levels of leadership.
While progress has undeniably been made, the reality remains: bias against women is no simple issue. It persists not just within male-dominated spaces, but even within sectors where women have gained footholds. Addressing this multilayered problem requires deep commitment from both individuals and organizations alike. It’s not about simply having more women at the table, but ensuring their voices and contributions are valued and recognized as equal.
