Impression management is a critical part of every leader’s job. People’s perceptions of leaders directly impact their reputation, credibility, and status, which in turn influence their opportunities, assignments, latitude, and ultimately their career trajectory. For leaders who don’t look or act like our mental model of a leader—which historically has meant white, heterosexual, male, nondisabled and from a socio-economically advantaged background—the work of perception management is even more demanding, because core aspects of their identity are seen as divergent from, or even antithetical to, the qualities of an archetypal leader.
This means that, on top of their day-to-day responsibilities, women in leadership can find themselves battling stereotypes that are emotionally charged and harder to shake once activated in the minds of their colleagues.
Women in power face a well-documented lose-lose scenario where they’re either seen as competent but cold or likable but not very effective. Layer on top of this racialized tropes such as “Black women are angry” or “Asian women are meek,” as well as double-binds against caregivers; managing perceptions can feel like a tightrope walk. To navigate this tricky terrain, women leaders may either overcompensate or over-accommodate. For example, a woman leader may try to prove she’s just as tough and gruff as the men around her, or alternatively may hold back for fear she’ll be seen as aggressive or unlikable. Both extremes tend to leave these leaders feeling reactive, exhausted and inauthentic, which does nothing to enhance their credibility and connection with their teams.
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