Even when women possess the skills, experience, and qualifications, they frequently resist the label of “leader” due to concerns about fitting into narrow, often exclusionary definitions of leadership. This self-doubt is compounded by societal biases and a lack of supportive structures in many organizations.
In a recent article for MIT Sloan Management Review, Michigan Ross professors and Sanger Research Lab members Julia Lee Cunningham and Sue Ashford explore a critical yet often overlooked challenge women face in leadership: the reluctance to embrace the “leader” label, despite being highly qualified.
Complementing this, a Michigan Ross feature emphasizes how organizations can play an active role in addressing this challenge. The article highlights initiatives from the Sanger Leadership Center that empower women through evidence-based leadership programming. These initiatives help participants build the confidence to identify as leaders and overcome internal and external barriers.