The invisible biases shaping careers

When narratives of 'too bossy' or 'too emotional' hold women back, it should not just be a moral imperative but a business one as well, as emotionally attuned leaders foster stronger teams and better outcomes, writes Mette Johansson.

Every day in workplaces across the world, implicit biases and stereotypes quietly shape perceptions, decisions, and career trajectories. In India, a country with a unique cultural and social fabric, these biases take on distinct forms — challenging women as they navigate professional spaces while balancing traditional expectations. What are these pervasive myths and what can be the actionable solutions for change?

Breaking free from gender myths

In my experience, one of the most damaging myths is the idea that women are “too emotional” for leadership roles. This stereotype undermines their credibility, regardless of their professional expertise. In India, where expressions of emotion are often viewed through a gendered lens, this narrative persists in boardrooms and beyond. Yet, it’s important to recognise that emotional intelligence is a critical leadership skill, encompassing empathy, adaptability, and conflict resolution —
qualities every organisation needs.

Another pervasive myth is the perception of meritocracy. While many organisations claim to reward talent and effort, unconscious biases often tip the scales. Consider how a man’s ambition might be lauded, while a woman’s similar drive could be labelled as “aggressive” or “unfeminine.” This double standard affects not only performance evaluations but also access to opportunities.

Stereotypes around work-life balance

Work-life balance is another area fraught with gendered assumptions. In Indian workplaces, women are often viewed as primary caregivers, expected to shoulder domestic responsibilities alongside their professional roles. This dual burden limits their growth and feeds the narrative that they are less committed to their careers. It’s a myth that not only affects women but also men who face societal pressures to prioritise work over family life.

An anecdote shared by Indra Nooyi captures this dynamic perfectly. After announcing her appointment as PepsiCo’s CEO, her mother’s immediate response was to ask her to “go get some milk.” This story reflects the deep-seated cultural expectations that often undermine professional achievements.

Emotionality & leadership perception

Indian women are frequently told to “control their emotions” in the workplace, perpetuating the idea that emotional expression is a weakness. However, research consistently shows that emotionally attuned leaders foster stronger teams and better outcomes. This disconnect between societal expectations and leadership realities creates a barrier for women aspiring to higher roles.

Moreover, women in leadership positions often find themselves walking a tightrope.

They must demonstrate assertiveness without appearing “too bossy” and show empathy without being perceived as “overly emotional”. These contradictory expectations are not just exhausting but also hinder progress.

The cultural context

India’s rich traditions and cultural heritage often create additional layers of complexity for women. While urban centres have seen a rise in women professionals, deeply ingrained societal norms continue to limit their potential. For instance, women are frequently expected to prioritise family over career, making it harder for them to pursue leadership roles.

At the same time, the evolving corporate landscape in India presents an opportunity to address these biases. With multinational corporations and progressive start-ups shaping workplace norms, there is a growing recognition of the need for gender diversity. However, achieving true inclusion requires challenging the narratives that hold women back.

By adopting these skills, organisations can move beyond superficial diversity initiatives to create cultures where inclusion and equity are the norm. The journey may be challenging, but the rewards — for individuals, organisations, and society — are worth the effort.

Rewriting the narratives that hold women back is not just a moral imperative — it’s a business one. Research shows that diverse teams outperform their homogeneous counterparts, driving innovation and profitability. For India, where the workforce is increasingly global and dynamic, embracing gender equity is essential for sustained growth.

Leaders, policymakers, and individuals must reflect on the stories they uphold. By recognising and dismantling these narratives, we can create workplaces where everyone, regardless of gender, can thrive. Together, let’s write a new story — one
where biases are replaced with fairness, and potential is celebrated without prejudice.

Building skills to rewrite the narrative

Tackling implicit bias and gender stereotypes requires collective effort. Here are some practical skills that individuals and organisations can develop:

Critical thinking: Question the stories you tell yourself about gender roles.

Evidence: Are they based on evidence, or are they rooted in stereotypes? Encourage open dialogue to challenge assumptions.

Empathy: Understand the unique challenges faced by your colleagues. Recognise that caregiving responsibilities or expressions of emotion do not diminish professional competence.

Allyship: Men and women must work together to create inclusive workplaces. Speak up when you notice biases and advocate for fair opportunities.

Resilience: For women, developing resilience is key to navigating biases. Build networks of support and seek mentors who can guide your journey.

Inclusive leadership: Leaders must model inclusive behaviour, fostering environments where diverse perspectives are valued. Provide platforms for women’s voices to be heard and respected.

(Mette Johansson is the author of Narratives: The Stories That Hold Women Back at Work.)