Every year, companies worldwide spend a staggering sum on diversity, equity, and inclusion (DEI) initiatives. Yet, a worrying trend suggests that gender parity may still be 151 years away. Even more alarming, recent data indicate a decline in women in leadership roles for the first time in many years. It is high time we paid attention to a crucial yet often overlooked factor in this issue.
It is a well-known fact that women lag behind men in leadership positions, job tenure, and remuneration. This disparity often prompts discussions that frame the issue as a binary struggle between the genders. This perspective is further emphasized by phrases like the “glass ceiling” and the more recent concept of the “broken rung” on the corporate ladder, both of which blame societal gender biases for hindering women’s professional growth. However, such debates often overlook a key element of women’s professional experiences: unhealthy dynamics among women.
Countless women, including myself, have experienced being undermined in projects, excluded from meetings, and threatened with loss of position, not by men, but by other women. In one instance, I was offered a director-level position (without an accompanying increase in pay) by a female leader. The catch was, in order to officially assume this role, I needed to agree to certain conditions that raised ethical concerns for me. When I voiced my doubts and declined the offer, I was barred from attending meetings and my activities were curtailed. This experience significantly impacted my emotional health and job security, prompting me to eventually leave the role.
Contrary to the popular belief that “women support women,” recent surveys suggest that my experience isn’t an isolated incident. One survey found that in instances of female workplace bullies, women were the target 65% of the time. Another survey revealed that women tend to resort to covert or indirect forms of bullying, such as social isolation, spreading rumors, or applying peer pressure. These tactics can be challenging for organizations to detect and manage.
Studies have shown that toxic dynamics among women can push women to consider leaving their jobs. This leads to a costly problem for both employees and employers. Yet, these dynamics are seldom part of the discourse on why there are fewer women at the top of organizations.
It is essential to stimulate a more balanced conversation that recognizes that both men and women have a role to play in promoting women to leadership roles. The cause of the “broken rung” should be seen as gender-neutral. As women, we need to acknowledge that our behavior towards each other affects how many of us stay in the workforce and rise in leadership. We can and should do better.
However, merely increasing the number of women in leadership does not address deep-seated issues like competition or implicit gender bias. It was thought that women in senior roles would advocate for other women ascending the leadership ladder. However, data doesn’t entirely support this. A study from Yale revealed that women often chose a male candidate over a female one, even when their resumes were identical.
Women may feel that there are limited seats at the leadership table, which naturally breeds competition for those coveted spots. Companies should introduce incentives for senior women to promote qualified junior women. This approach ensures continuous advancement of women into leadership while reducing fears of competition.
As for leadership hierarchies, many organizations have a vertical reporting structure, where one person serves as the gatekeeper to the leader directly above them. This system isolates senior leadership, making it challenging for them to understand their employees’ actual experiences. If a leader is unaware that the company culture is being undermined, they cannot address the problem, and it, therefore, becomes more pervasive.
Moreover, as research shows that 65% of bullying occurs top-down, reporting structures shouldn’t rely solely on the potential for poor interpersonal dynamics between an employee and their supervisor. Lateral leadership structures provide employees with access to multiple senior-level leaders to address their concerns.
It’s Time for a Shift in Perspective
Our traditional approach to addressing the disparity between women and men in leadership roles overlooks a significant part of the discussion that is strongly backed by evidence. It’s time to acknowledge the impact women have on each other and empower them to fix the broken rung.
The views expressed in this article are solely those of the author and do not necessarily reflect the opinions and beliefs of Fortune.
