Are positive stereotypes holding women leaders back?

Image: Supplied

In recent years, the narrative around women in leadership has seen significant shifts, often punctuated by a celebration of so-called “positive stereotypes”.

Women leaders are frequently lauded for their empathy, nurturing nature, and collaborative style — traits that are undeniably valuable in the modern workplace. Yet, while these attributes are intended to champion women, they may paradoxically serve to constrain them, reinforcing outdated perceptions that ultimately hinder their progress.

Are positive stereotypes truly an unqualified asset, or do they act as a double-edged sword for female leadership?

Positive stereotypes, by their nature, carry an undercurrent of limitation. While empathy and nurturing are valuable traits, they often come paired with an implicit expectation that women’s leadership styles will align exclusively with these qualities. This dynamic can subtly enforce traditional gender roles, positioning women as caretakers and consensus-builders rather than decisive visionaries or assertive strategists.

The same stereotype that celebrates a woman’s emotional intelligence can quickly flip to criticize her as overly emotional in moments of stress or conflict. This dichotomy can create a narrow and therefore precarious path for female leaders.

The challenges that women leaders can face

The first problem is that any characterisation creates a tightrope of expectations on which the leader must walk. We are all multi-dimensional people who house within us traits and behaviours that sometimes reflect empathy and other times reflect its opposite. We are sometimes decisive and other times uncertain.

Positive stereotypes are still stereotypes that constrain the range of acceptable behaviors for whomever is labeled with them.

The second problem is that stereotypes, even when positive, may inadvertently reinforce biases that undermine women’s credibility in roles traditionally associated with male leadership qualities — such as decisiveness, ambition, and resilience. For instance, a woman who exhibits assertiveness may be seen as violating the empathetic archetype and therefore faces backlash for being “too aggressive.” Conversely, a man displaying empathy may be celebrated as bringing a fresh perspective to leadership, highlighting the gendered double standard.

Read: 44 women leaders share advice to power your success

Addressing the issue

To address this issue, we must begin by redefining leadership qualities to transcend gendered expectations. Leadership is not — and should never be — a one-size-fits-all model. Traits such as empathy, decisiveness, adaptability, and resilience should be valued equally in all leaders, regardless of gender. This reframing allows leaders to bring their authentic selves to the table without fear of judgment or stereotype-based penalties.

Showcasing diverse role models is another critical step. Women in leadership are not a monolith, and their experiences, styles, and strengths are as varied as those of their male counterparts.

By highlighting a broad spectrum of female leaders, from empathetic nurturers to bold risk-takers, we can dismantle the narrow narratives that constrain both women and men. Moreover, the diversity of characteristics within each of these role models should be celebrated.

Again, no leaders display a uniform trait across all situations, but if we hold stereotypical views of leadership, we may inadvertently remember only those instances where a “good” leader has displayed a trait we associate with good leadership.

By allowing our leaders to express an array of traits and behaviours, we loosen our dependence on stereotypic expectations which both allows more diversity in our leadership and allows us to see our leaders in a less filtered light.

It is important for organisations to invest in fostering inclusive leadership pipelines. This means not only creating opportunities for women to ascend to leadership roles but also ensuring that those pathways are free from restrictive narratives.

Importantly, this approach aligns with research showing that managers are more likely to engage constructively with challenges related to gender and race when they view themselves as part of the solution rather than merely part of the problem. The issue is about addressing the systemic conditions that perpetuate gender stereotypes and hinder women’s progress.

By adopting an inquisitive, evidence-based approach to understanding workplace behaviour, organisations can tackle gender disparities while fostering a culture of continuous learning that empowers all employees to reach their full potential.

The path to truly equitable leadership requires a conscious effort to break free from the confines of stereotypes—positive or negative.

Both men and women deserve the freedom to lead authentically, drawing on their full spectrum of qualities without being pigeonholed by preconceived notions. By creating a leadership culture that values diversity of thought and style, we can pave the way for a more balanced and equitable future.

The challenge before us should be about celebrating the unique contributions of all leaders without confining them to restrictive narratives.

Positive stereotypes may shine a light on certain strengths, but true progress lies in dismantling the barriers they inadvertently uphold.

Only then can we achieve a leadership landscape that is as inclusive and dynamic as the world it seeks to serve.

The writer is the Raffini Professor of Management at Georgetown University’s McDonough School of Business, Dubai Executive MBA Program.