Introduction: The Workplace Bias Women Still Face
Despite decades of progress, women in the workplace continue to face deep-rooted biases. They are expected to be helpful, agreeable, and accommodating, yet when they assert themselves, they are often labeled as “difficult.”
For women of colour, these biases are compounded by racial stereotypes, creating additional barriers to career advancement. Many find themselves sidelined for promotions, penalized after maternity leave, or judged more harshly than their male colleagues. Additionally, women’s health issues—including menstrual health, fertility challenges, and menopause—remain unspoken, often leading to career setbacks.
But these challenges are not women’s issues alone. They are workplace issues that affect everyone—including men, companies, and economies. The glass ceiling still exists, and breaking it should not be seen as a zero-sum game where women’s success comes at the expense of men. Rather, gender equity benefits everyone, and men must be active allies in this effort.
This article explores why these biases persist, how they manifest in the workplace, and what needs to change for organizations to truly foster equality.
Why Do These Biases Exist? A Look at History and Psychology
Workplace biases against women—especially women of colour—are deeply embedded in historical and societal norms. These biases are not always explicit but operate in ways that shape how women are perceived and treated at work.
1. Traditional Gender Roles: The Foundation of Bias
Historically, societies assigned men and women different roles:
- Men were seen as leaders, decision-makers, and providers.
- Women were expected to be nurturers, caretakers, and supporters.
Though the workplace has evolved, these outdated beliefs still influence perceptions of women at work. Women are often expected to take on supporting roles rather than leadership positions, which affects hiring, promotions, and workplace dynamics.
2. The Double Bind: Assertive vs. Likable
- Men who assert themselves are seen as strong, decisive leaders.
- Women who assert themselves are often seen as aggressive, difficult, or bossy.
This puts women in a double bind:
- If they are too nice, they are seen as weak and ineffective.
- If they are too direct, they are perceived as unlikable and difficult to work with.
- This “damned if you do, damned if you don’t” situation makes leadership a more precarious path for women.
For women of colour, this challenge is intensified by racial biases:
- Black women may be labeled as “angry” when they advocate for themselves.
- Asian women may be expected to be passive or soft-spoken, and are penalized if they are not.
- Women from immigrant backgrounds may be perceived as not fitting the leadership mold due to cultural stereotypes.
Bias in Action: The Workplace Realities Women Face
1. The “Difficult Woman” Label: Setting Boundaries at a Cost
Women are expected to be helpful and accommodating, often taking on tasks that are outside their job descriptions, such as:
- Planning office events
- Taking notes in meetings
- Providing emotional support to colleagues
When women refuse to do these extra tasks or set boundaries, they are often labeled as:
❌ “Not a team player”
❌ “Too aggressive”
❌ “Hard to work with”
Meanwhile, when men set boundaries, they are seen as strong, focused, and leadership-ready.
For women of colour, asserting boundaries can also lead to them being perceived as “difficult to manage” or “not a cultural fit”, further hurting their career prospects.
2. Promotion Bias and the Glass Ceiling: When Competence Isn’t Enough
Women—especially women of colour—are often overlooked for promotions despite equal or superior qualifications.
The “prove-it-again” bias means that:
- Women must demonstrate their competence repeatedly, while men are assumed to be capable from the outset.
- They are given fewer high-profile assignments, making it harder for them to gain leadership experience.
- Women of colour often face the added burden of racial bias, where decision-makers unconsciously gravitate toward candidates who look like past (often white and male) leaders.
Despite these challenges, when women demand a seat at the table, they are often met with resistance. Many people still see gender equality as a zero-sum game—as if more opportunities for women mean fewer opportunities for men. But research consistently shows that gender-diverse leadership improves company performance, decision-making, and innovation.
Breaking the glass ceiling isn’t about taking opportunities away from men—it’s about ensuring talent and leadership aren’t wasted due to bias.
3. The Overlooked Impact of Women’s Health in the Workplace
A major workplace bias that is rarely discussed is how women’s biological and reproductive health impacts their careers. Women are often penalized for experiencing normal biological transitions, which are treated as personal issues rather than workplace issues.
Menstrual & Reproductive Health Challenges
- Severe conditions like endometriosis and PCOS cause chronic pain, yet many women have no workplace support or accommodations.
- Women undergoing fertility treatments (e.g., IVF) receive little to no workplace support.
- Pregnancy loss and miscarriage are almost invisible in workplace policies, forcing many women to grieve in silence.
Menopause: The Unspoken Workplace Transition
- Many women in their 40s and 50s experience symptoms such as brain fog, fatigue, and mood changes, which can impact performance.
- Instead of workplace accommodations (flexible schedules, wellness programs, awareness training), women are expected to “just deal with it.”
Women should not have to choose between their health and their careers. Workplace cultures must normalize conversations around reproductive health rather than treating them as taboo topics.
4. Men Must Be Part of the Solution
Too often, gender equity is framed as a “women’s issue”, but real change requires men as active allies. Male leaders and colleagues must:
✅ Call out bias when they see it—whether in hiring, promotions, or daily interactions.
✅ Advocate for women’s leadership opportunities, ensuring they receive sponsorship, not just mentorship.
✅ Recognize the impact of unconscious bias and challenge assumptions about what leadership looks like.
✅ Share household and caregiving responsibilities at home, reducing the “second shift” burden that many working women face.
Gender equity isn’t about competition—it’s about creating a workplace where the best talent, regardless of gender, rises to the top.
Conclusion: The Cost of Inaction
Failing to address bias against women and women of colour isn’t just a moral failing—it hurts organizations, productivity, and talent retention:
- Talented women leave when they see no path forward.
- Lack of diversity weakens leadership and stifles innovation.
- Ignoring women’s health leads to burnout, disengagement, and higher turnover.
Call to Action
- For women: Keep setting boundaries, advocating for yourself, and supporting other women.
- For men: Be allies, challenge biases, and champion women’s leadership.
- For organizations: Move beyond diversity statements—take meaningful action to foster real workplace equity.
True workplace equality doesn’t happen by chance. It happens when we acknowledge bias, dismantle outdated systems, and create workplaces where all employees can thrive.
Leave a Reply