For Harvard Business Review
Photo: Alex and Laila/Getty Images
Summary.
Recently updated research shows that women in leadership positions are perceived as being every bit as effective as men. In an analysis of thousands of 360-degree assessments, women were rated as excelling in taking initiative, acting with resilience, practicing self-development, driving for results, and displaying high integrity and honesty. In fact, they were thought to be more effective in 84% of the competencies that we most frequently measure. Men were rated as being better on two capabilities: “develops strategic perspective” and “technical or professional expertise.” However, a different analysis of the same data showed that when women are asked to assess themselves, they are not as generous in their ratings. In fact, they have lower scores than men on confidence ratings, especially when they’re under 25. At age 40, the confidence ratings merge. Men gain just 8.5 percentile points in confidence from age 25 to their 60+ years. Women, on the other hand, gain 29 percentile points. Women make highly competent leaders, according to those who work most closely with them — and what’s holding them back is not lack of capability but a dearth of opportunity.
For the first time in history, a major political party in the United States has several women who have declared their candidacy to be their party’s presidential nominee. But TV pundits have been questioning whether, despite the progress indicated by the huge influx of women elected into Congress last fall, the U.S. is ever going to elect a woman to the country’s highest leadership position.
This is baffling to us, especially in light of what we see in our corporate research. In two articles from 2012 (here and here) we discussed findings from our analysis of 360-degree reviews that women in leadership positions were perceived as being every bit as effective as men. In fact, while the differences were not huge, women scored at a statistically significantly higher level than men on the vast majority of leadership competencies we measured.
We recently updated that research, again looking at our database of 360-degree reviews in which we ask individuals to rate each leaders’ effectiveness overall and to judge how strong they are on specific competencies, and had similar findings: that women in leadership positions are perceived just as — if not more — competent as their male counterparts.
