The Unseen Power: Women at Work and the Future They Are Already Shaping
- dorottyanvisionfac
- Jul 1
- 6 min read
Updated: Jul 2
Author:
Beyond outdated stereotypes and into the reality of leadership, strategy, and resilience.
Ever heard of or said sentences like: “She’s too emotional for this role”, “She avoids conflict – she’s not a strong negotiator” or „She’s a mom now – she’ll be less committed”? Maybe you did, because it is still said. Still believed. Still wrong.
The idea of what women are and how they behave still shapes the thinking of all of us – not just men, but women and people of all genders to some extent. These outdated stereotypes about women at work still persist, even when they directly contradict both, research and by this also reality. And while this creates ongoing structural barriers and leads to a chronic underestimation of women (not only) at work. It also harms people, businesses, and long-term profit.
And we will take a deeper look just now, finding out how women at work can help shape the future of work into a better one for all.
Dispelling the myths
While there are many more than the three mentioned myths, enough to write books about, we will now just stick to the three.
She’s too emotional for this role
The idea that women are "too emotional" to lead persists across industries, despite overwhelming evidence to the contrary. But let’s ask: What emotions are actually at play in the workplace? Anger? Dominance? Ego? Are those not emotional states too, and typically tolerated, even encouraged, in men?
She avoids conflict – she’s not a strong negotiator
The truth is: Emotional intelligence has never been more important. In a time of crisis, complexity, and continuous change, the ability to empathize, adapt, read people, and build trust is a cornerstone of strong leadership. A widely cited study by Harvard Business Review (2016) found that women scored higher than men in nearly all key areas of emotional intelligence, including self-awareness, empathy, and conflict management – all essential to leading in today’s work environment. Moreover, research by TalentSmart (2020) shows that leaders with high emotional intelligence significantly outperform their peers in decision-making, employee satisfaction, and organizational success.
She avoids conflict – she’s not a strong negotiator
Another myth? "Women avoid conflict." Also wrong. Women often resolve conflict differently: with emotional nuance, negotiation skill, and long-term thinking. Studies even suggest that women can be more effective negotiators in professional settings when advocating for others. Their approach may be indirect, but it's often more sustainable. A meta-analysis by Babcock and Laschever (2003) supports this by showing that while women negotiate less often for themselves, they are highly effective and trusted negotiators when acting on behalf of others. This hesitation to negotiate for themselves is often rooted in anticipated social backlash, as shown in research by Bowles, Babcock & Lai (2007), which found that women are penalized more than men for initiating negotiations.
She’s a mom now – she’ll be less committed
Parenthood refines planning, emotional regulation, and prioritization under pressure. A study by the Federal Reserve Bank of St. Louis (2014) found that mothers outperformed their childless peers in productivity over a 30-year career span, particularly those with two or more children. Furthermore, research from WerkLabs (2020) reported that 85% of managers said mothers returning to work after parental leave brought enhanced efficiency, problem-solving skills, and organizational abilities to their roles.
It’s time we shift the narrative. Women at work bring precisely the strengths our workplaces need – but they are often unseen, undervalued, or simply ignored.
Breaking the mold: beyond the caregiver stereotype in female leadership
It’s tempting to reduce women at work to just "soft skills": empathy, communication, emotional labour as it is done with their role of being the care worker. But these traits, while highly valuable, are only part of the picture.
Where is the recognition for women’s skills like
women's strategic intelligence,
crisis competence,
ambiguity tolerance,
and systems thinking?
These "hard" competencies are not male by default. They’re human – and women have them in abundance, some of them even rising when women become a mother.
Often, the "soft" gets silenced because it threatens to challenge power structures that benefit from dominance over dialogue. Meanwhile, women work longer hours and still earn less. According to the World Economic Forum (based on OECD data), women perform an average of 8 hours and 39 minutes of combined paid and unpaid work each day – nearly an hour more than men, who average 7 hours and 47 minutes.
But let’s not even get into the countless studies on gender pay gaps and all the other gaps. Let’s focus on what women bring to the table. Because – spoiler alert – it’s a lot more than empathy.
Leading differently: the rise of female leadership models
Are the leadership models honestly female? No. But do they mainly differ from traditional models through skills, typically called „feminine“? Yes.
Traditional leadership often is associated with hierarchical, authoritarian, output-driven behaviour. Meanwhile, the emerging leadership models are associated with collaborative, networked, human-centred behaviour and leadership.
Women are not just fitting into new leadership models – they’re driving them. They lead with purpose, values, and inclusivity. Teams under female leadership are not only more resilient and engaged, but also demonstrably more innovative. A comprehensive review by the American Psychological Association (APA) shows that women leaders consistently drive higher collaboration, productivity, and organizational dedication than their male counterparts. Additionally, a cross-national study in 29 developing economies found a significant positive correlation between female leadership and corporate innovation.
Why? Because human-centred leadership isn't about control – it's about connection. And it happens to draw from competencies society has long labelled as "feminine": listening, collaboration, emotional clarity, and ethical decision-making.
I find it very interesting how the very traits that were once seen as weaknesses are now the backbone of future-proof leadership.
Non-linear careers: why they make women stronger leaders
Many non-linear careers – especially those of women – are rich in adaptability and leadership potential. And this is although non-linear careers are often seen as a flaw.
Care gaps, caregiving roles, lateral moves, re-entries: All these interruptions cultivate adaptability, prioritization, and emotional regulation. And these are the exact skills needed to lead under pressure.
And let’s be honest: Is sitting in an office for 8 hours a day more demanding than managing a toddler around the clock? Is it surprising that mothers returning to the workforce are some of the most efficient, focused professionals around? Studies like that from WerkLabs (2020) suggest it's no surprise that mothers returning to the workforce are among the most efficient, focused, and solution-oriented professionals in today’s workplace.
The myth that mothers are "less committed" is tired and disproven. Studies show mothers are often more organized, productive, and purpose-driven than ever before.
Success isn't a straight line. And not just, but also women prove that every day. So why would a business not want to hire more mothers?
Beyond lean-in: toward true choice
The message used to be: "Lean in. Try harder. Be more like him." While we now know that this isn’t even the best way to deliver your work, the new message should be: "Lead your way. Redefine success. Be more like you."
Women shouldn’t have to mimic outdated (often masculine) ideals of leadership to succeed. When they do, they face a double bind: Act like a man, and you're "too aggressive." Lead with empathy, and you're "too soft."
True women's empowerment isn't about pushing every woman into a CEO seat. It's about giving women the freedom to define success on their own terms – and creating workplaces that support those choices and that values their achievements.
Choice is the real power. And we all need to create a place for real choice, and on the other hand, claim this space.
Conclusion: rewriting the narrative
Women are not a gap to be filled. They are the future of work already in motion.
If you're still holding onto the belief that women are only suited for "supporting roles," you might be missing the most crucial insight about modern leadership: Support is not secondary. It's essential.
So maybe the real question isn’t "Are women ready to lead?" It's "Are we finally ready to follow them?"
It’s time for media, Human Resources, leadership, and society to update the narrative on female leadership and the future of work. Let’s make space for every path, every voice, every style of leadership – and start seeing the unseen (which not only means women).
You can also read about:
Sources used:
Comments