Gender and leadership: facts, assumptions and the cost of bias
4 min read
Organisations are constantly seeking tomorrow’s leaders—individuals who can steer teams through uncertainty, foster collaboration and drive change. Yet our perception of “leadership” remains too often coloured by subjective assumptions. That poses a real risk: when preconceptions outweigh a candidate’s actual experience, motivations and skills, organisations miss out on diversity, talent—and sometimes even tangible financial gains.
Why this topic is urgent right now
Diversity, equity and inclusion (DE&I) are in the spotlight. Political polarisation and public debate have prompted some organisations to pause their DE&I efforts. Understandable, perhaps—but also worrying. Countless studies show that diverse teams outperform their peers: they innovate more readily, make more considered decisions and attract a broader talent pool.
Research such as Men Are from Mars, and Women Too, Believed Gender Differences in Social Preferences and Role Congruity Theory of Prejudice toward Female Leaders demonstrates that persistent stereotypes still shape our view of leadership. We instinctively link men with confidence and assertiveness, and women with empathy, collaboration and communication skills. Yet empirical studies fail to support these assumptions—and despite that, they continue to influence our candidate assessments.
What our data reveals
To rise above subjective assumptions in our selection processes, we underpin decisions with robust data. Over the past few years, more than 1,800 leadership candidates have completed our LeaderFit assessment, yielding a unique insight into the real similarities—and differences—between male and female leaders:
- In eight out of ten leadership competencies, no significant gender differences emerged.
- Women score higher on Team Builder and Talent Developer—emphasising collaboration, active listening, inspiration and coaching.
- Women request and welcome feedback more often—a proven predictor of learning agility.
- Men score higher on data-driven decision-making, commercial acumen and persuasion.
The stereotype that women lack confidence is unsubstantiated: any gap is minimal and statistically insignificant.
Although some stereotypes (such as empathy and teamwork) appear partially upheld, the type of role plays a far larger part than gender.
Explaining the context
Our data shows women are over-represented in HR roles and under-represented in finance and commercial functions. These job profiles account for the competency differences far more accurately than gender alone. Once we adjust for role type, virtually all gender gaps vanish—except one: women consistently outperform men on Team Builder, regardless of their function.
From assumptions to action
Our analysis confirms that apparent disparities disappear when we look beyond surface assumptions. Organisations benefit by evaluating the full spectrum of leadership competencies—free from traditional role stereotypes. This enables better decision-making and genuinely empowers diverse talent to flourish. An objective, data-driven selection process is key to achieving that goal.
Need advice?
At Odgers Berndtson, we believe DE&I is a cornerstone of future-proof organisations. Ready to create a truly inclusive workplace? Contact us for a strategic conversation on embedding DE&I and securing your organisation’s long-term success.