Leading Fearlessly: Awareness as an activator: How seeing the gap propels women into leadership
The air in the interview room felt thick with expectation, a familiar pressure I’d come to know well throughout my career. I was interviewing for a leadership role at an investment firm, a position that felt like a natural next step, yet a quiet part of me wondered if I was truly “ready.” It’s a common internal dialogue for many women, a subtle self-doubt that can whisper in the face of ambition. But then, a flicker of something else ignited within me – a memory of statistics, of the persistent gender gap in leadership, and a sudden, resolute desire to be part of the solution. This internal shift, from questioning to determined, highlights a fascinating aspect of female motivation: sometimes, the very awareness of existing disparities can fuel a powerful drive to overcome them.
The underrepresentation of women in leadership positions is well-documented. This week, Fortune reported that only 55 women served as CEOs on their 2025 500 list, representing 11% of the total, a statistic that underscores a significant imbalance. For decades, research has explored why women might be less inclined than men to enter highly competitive environments. However, recent findings suggest that merely bringing this gender gap to light can act as a powerful catalyst for women to step forward. Researchers at the Wharton Business School found a straightforward yet impactful solution: reminding women of the gender gap itself.
This Wharton study, detailed in a different Fortune article, drew on the concept of “stereotype resistance,” where awareness of a stereotype can trigger defiance against it. Partnering with AboveBoard, a platform for senior and executive leadership roles, the researchers tested their hypothesis. They found that men on the platform applied to 19% more open positions than women. To address this, women logging into AboveBoard were shown one of two banners. One was a general message about platform usage, while the other directly referenced Stanford research on gender gaps and encouraged women to apply to more jobs to help close the disparity.
The results were compelling: Compared to the control message, the banner highlighting gender gaps increased the likelihood of women submitting a job application by over 20%. As Katherine Milkman, professor of operations, information, and decisions at the Wharton School of Business, stated, “There’s really excellent research going back almost 20 years showing that women who are equally competent, are less willing to enter competitive environments than men. Our goal was to figure out if there was some actionable way to fix that.” This research indicates that a simple, targeted reminder about ingrained stereotypes can effectively boost a woman’s willingness to compete for top positions.
Beyond this external push, understanding intrinsic motivations offers further insight into how women are driven to succeed. A report from Attuned, an AI-driven, psychology-backed platform, delved into the motivational needs of individuals in the workplace, offering valuable data-driven insights. This study, highlighted in a Globis Insights article, challenged many preconceived notions about gender-based motivational differences. While anecdotal evidence and cultural norms often suggest significant disparities, Attuned’s data from tens of thousands of intrinsic motivation assessments revealed remarkable similarities between men and women.
Of the 11 core values measured – including altruism, autonomy, competition, feedback, financial needs, innovation, progress, rationality, security, social relationships and status – all but three ranked in the exact same positions for both male and female respondents. The only notable differences were in competition (first for men, fifth for women), security (first for women, third for men), and altruism (third for women, fifth for men). Even within these differences, only competition showed a significant percentage point disparity. Casey Wahl, founder and CEO of Attuned, observed, “Maybe women aren’t quite from Venus, and men aren’t quite from Mars when it comes to the values that motivate us. We are a lot more alike in our values, in our intrinsic motivations, than it would seem.” This suggests that the fundamental drivers for success, such as financial security, career progression and feeling respected, are universally important.
The Attuned report emphasizes that while societal expectations might shape certain motivational nuances, the core intrinsic drivers are largely shared. While external factors like the gender gap can act as a specific motivator for women to pursue leadership, the underlying desire for progress, security and achievement is deeply human and transcends gender.
Ultimately, the motivation for women to succeed is a multifaceted phenomenon. It can be ignited by an awareness of systemic inequalities, prompting a defiant push to challenge the status quo. It is also rooted in shared human desires for growth, security and recognition, intrinsic motivations that drive both men and women. By understanding and leveraging both external nudges and internal drivers, organizations can foster environments that not only encourage women to apply for leadership roles but also empower them to thrive once they are there, moving closer to a more equitable and representative future.
I asked top leaders if there was a specific moment or insight that transformed self-doubt into a resolute drive to pursue leadership.
Jamie Bussell, chief financial and administrative officer, Ellipsis
I was just 27, a staff accountant, when a former professor unexpectedly referred me for a CFO position at a rural Iowa community health center. My immediate thought was, “I’m not qualified.” I almost dismissed it entirely. But then, the narrative about women hesitating to seize opportunities flashed through my mind, and I knew I couldn’t be another statistic. What did I have to lose by interviewing? I went in with confidence, and that’s the real takeaway. Later, applying for a much bigger role at a fantastic organization, they asked why I believed I could do the job. My answer was direct: “If you give me the opportunity, I know I can do the job, and I will show you I can.” Forget the old adage about men applying with partial qualifications and women waiting until they’re 100% ready. The truth is, there are countless opportunities out there. Don’t hold back from applying for that leadership role – challenge stereotypes by demonstrating your true talents. Show your confidence, prove your worth and gain the experience of putting yourself out there!
Gabby Guerra Ceron, incoming executive director, Al Éxito
As a queer, immigrant Latina and first-generation college graduate, I grew up making myself small, not drawing attention and never asking for too much. I internalized self-doubt, especially as a young woman in leadership.
In my mid-20s, I joined a leadership mastermind for women. Surrounded by women at various life stages, I observed how deeply self-doubt influences our ability to lead. That summer, I finally accepted I didn’t need to be perfect. I only needed to be brave. Brave enough to pursue dreams bigger than I’d imagined and not be the first person to tell myself no.
I practice this belief and witness its impact – especially in the eyes of young girls at Al Éxito. My first instinct is no longer to decline opportunities that put me in the spotlight or doubt my expertise. This practice of bravery has helped me show up with confidence and lead more effectively.
Kaity Patchett, executive director, Capital Crossroads
A former supervisor once introduced me to a client by saying, “We love her because she’s motivated by the fear of failure.”
Not exactly my ideal icebreaker, but there was truth in it. Fear of failure is an all-too-common hurdle, especially for professional women facing imposter syndrome, societal expectations or hesitating to pursue leadership or entrepreneurial paths. If that resonates, you’re not alone. I’m navigating it, too.
But I’m reframing the narrative. Instead of letting fear of failure drive or define me, I choose to pursue excellence because I’ve proven I can deliver. I take calculated risks because I trust my skills and support system to help me navigate. I embrace a growth mindset, seeing challenges as opportunities to learn and improve rather than ruminate. And, importantly, I’m committed to helping other women do the same.
Katie Patterson, founder and CEO, Happy Medium
Nobody ever called me a “female lifeguard” or a “female account coordinator.” It wasn’t until I became a CEO that people began introducing me as a “female CEO.” That’s when I noticed the gender gap in leadership wasn’t about ability – it was about perception.
At that moment, instead of shrinking from the label, I felt a shift. I recognized that if I didn’t step up and lead confidently, the narrative would stay the same. So I stopped letting qualifiers define me and focused on my impact, vision and the unique perspective I brought to the table. Even if people have a preconceived notion of how females should act versus a general CEO, I lead from my heart and ignore those notions. Those expectations aren’t always easy to ignore, but part of leading the path for future women leaders is focusing on the work and not the noise.
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