Leading Fearlessly: Why competent women resist the leader label — and what organizations can do to support women’s advancement

What if the biggest barrier to women’s leadership isn’t a lack of ability, but a lack of self-recognition of their identity as leaders? 

I’ve seen this phenomenon in action. When I worked in financial services, I had a colleague named Patricia, a talented woman who — even without formal authority — was effective at leading teams and delivering exceptional results. When she was recommended for a promotion, however, she declined the opportunity, saying she didn’t consider herself “leadership material.” The truth was that she possessed tremendous leadership ability, but there was a disconnect between her proven competence and her self-perception as a leader. 

This phenomenon is more common than you might think and has a name: the Leader-Identity/Competence Paradox. Research by renowned leadership development experts Jack Zenger and Joseph Folkman published in the Harvard Business Review reveals a startling truth backed up by data: Despite often outperforming men in leadership effectiveness, women are significantly less likely to identify themselves as leaders. 

New research by professors of management and organizations Julia Lee Cunningham and Sue Ashford from the University of Michigan Ross School of Business delves into the leading factors of this Leader-Identity/Competence Paradox. They discuss the profound misalignment between demonstrated competence and an ingrained sense of self as a leader, often fueled by societal expectations, implicit biases and a lack of visible role models who reflect their experiences. Although modesty or imposter syndrome play a role in women failing to see themselves as leaders, this paradox goes much deeper. The professors assert that this internal struggle creates an invisible hurdle, preventing many qualified women from stepping into leadership roles even when they possess the necessary skills and abilities.

The consequences of this paradox are significant. It perpetuates the gender gap in leadership, depriving organizations of the diverse perspectives and talents that women leaders bring. It also reinforces harmful stereotypes about leadership, limiting women’s career progression and hindering their ability to reach their full potential. The problem is cyclical: When women perceive greater reputational risk in leading and lack external validation of their leadership capabilities, they are less likely to embrace a leader identity, exhibit leadership behaviors, or actively pursue leadership opportunities. This, in turn, reinforces existing biases and further limits their access to leadership roles.

I asked local leaders if they had experienced or witnessed this Leader-Identity/Competence Paradox and what specific actions or changes did they think would be most effective in helping women feel more comfortable and confident in embracing leadership roles and identify as leaders. 

Erlin Kakkanad, Ph.D., author; founder, Engineer Creative Thinking

When someone complimented my strategic and confident leadership, I initially brushed it off and downplayed it. But I’ve learned to embrace it, realizing leadership is about adapting your style to help others thrive and influence transformational change.

Using consistent language when providing feedback across genders and achieving parity in how we describe competencies can empower women leaders and shift societal stereotypes surrounding gender in leadership. When colleagues or mentors describe women’s leadership style, I’ve found a significant difference in descriptors used for men vs. women for the same competencies. Commonly heard women descriptors like “passionate,” or “planner” could be swapped with terms like “driven,” “ambitious,” or “strategist,” and “a go-getter” can be reframed as “results oriented!”  These descriptions are on par with what one would hear conveyed to men. Be willing to reframe and own your narrative, own your power, lead authentically, and inspire others to rise.

Angela Jiskoot, community engagement manager, F&G

Leadership comes in many forms and often doesn’t require a title. A few years ago, I was on a work project and saw a teammate leading consistently without the title, yet dismissed the statement when they were called a leader. Sometimes we may brush it off because the word “leader” feels like it comes with a lot of responsibility or because we don’t have a title that reflects leading.

Support and advocating for change are critical. This starts with allies who provide and open doors of opportunity for women, as we may feel more confident seeing women in leadership roles around us. It reminds us we can lead too when the path has been paved before. To have a cultural shift we need to create the change we want to see, and if we want women to be successful, we have to encourage, mentor and create leadership opportunities.

Rita Perea, CEO, Rita Perea Leadership Consulting Inc.

As an executive consultant, I’ve seen a recent trend where talented women are overlooking their own leadership potential and undervaluing their achievements. I’m offering several words of wisdom to help women recognize, embrace and share their talents: 

• Now is the time to stop playing small! The world needs your leadership to be positively engaged; 
• Embrace your vision for your future leadership self. Everyday be ruthless in prioritizing steps to reach your vision;  
• Seek out a project that will spotlight your talents. Raise your hand to step into that leadership role and expand your self-confidence; 
• Identify a successful woman leader who you admire and emulate her leadership actions. She could become your mentor;
• Build your network. This can be invaluable in creating a supportive team; 
• Take one action to affirm and elevate your accomplishments. This will lay the groundwork for future leadership achievements to be celebrated.

Lindsay Racey, general manager, Carelon Health Primary Care 

In college, I was assigned a group project and, as often happens, I found myself naturally taking on a leadership role. I collaborated with the team, created a project plan, outlined deliverables, and shaped a cohesive vision for the work. However, after submitting the project, I downplayed my contributions during a discussion with the professor, fearing that acknowledging my leadership might undermine the group’s success.

This experience highlights the importance of creating environments where women feel confident embracing leadership roles. As leaders and as a society, we can foster inclusivity, ensuring all voices are heard and valued. We can also establish mentorship programs, connecting women with experienced leaders to build confidence and share advice. Additionally, investing in self-advocacy training is essential, helping women negotiate for fair and equitable pay, leadership positions, and key assignments. By cultivating inclusive cultures, mentorship, and self-advocacy, women can be empowered to embrace leadership with confidence.

Suzanna de Baca is a columnist for Business Record, CEO of Story Board Advisors and former CEO of BPC. Story Board Advisors provides strategic guidance and coaching for CEOs, boards of directors and family businesses. You can reach Suzanna at sdebaca@storyboardadvisors.com.