The Conference Board uses cookies to improve our website, enhance your experience, and deliver relevant messages and offers about our products. Detailed information on the use of cookies on this site is provided in our cookie policy. For more information on how The Conference Board collects and uses personal data, please visit our privacy policy. By continuing to use this Site or by clicking "OK", you consent to the use of cookies. 

20 Apr. 2012 | Comments (0)

As researchers in the field of women and leadership, we read a lot about this topic. The scope of dos and don'ts for working women never ceases to amaze us. If a woman was considering leadership, getting through this maze of advice would be exhausting. It has become obvious to us that there is a template being advanced for the purposes of molding aspiring women into caricatures: a Stepford leader.

Here's an example from one of the books we read:

Competence is only table stakes. It's what gets you in the door. It's expected that you'll be competent, but competence alone won't move you forward. Research showed that about 55 percent of your credibility comes from how you look. How you sound accounts for an additional 38 percent. Only 7 percent of your credibility is based on what you say. If you don't look the part, you won't be recognized as a competent professional — no matter how smart or educated you are.

To help cement the idea that a woman's looks are essential for success, an anecdote was a provided where the author asked a male boss what a particular woman employee could do to overcome existing barriers for promotion. After listing the positive aspects like speaking up and being an advocate of her staff, he added, "Maybe she could start wearing makeup."

The author then argues that you can "hear the comment as just another sexist remark — or as a valuable insight into what people expect as you climb the ladder."

While the advice no doubt is well-intentioned and stems from the motivation to help women succeed in the workplace, from our perspective it traps women into a social vacuum of the 1950s. It perpetuates the societal expectations of women and, more to the point, what they should look, sound, and act like.

While this critical example is from one book only, we read many other books, articles, and websites that were providing advice that caricatures women. From our review of the advice for women wanting to succeed in the workplace, we have noticed what the dos and don'ts of Stepford leadership consist of. Some are extremely unrealistic. This is just a sampling of the daunting, if not exhausting, set of "rules" we've gathered through our research:


If at the end of all the advice above, there are some aspirants who are not exhausted and have negotiated the contradictions, welcome to Stepford leadership for women. However, our research with aspirant women has led us to consider the need for more meaningful advice. Advice that does not continue with stereotypes.

We argue for the new criteria that promotes not Stepford but step-forward leadership for women. We need to identify and promote the true leadership qualities that women can bring to the workplace. This is currently being overshadowed by the Stepford "rules," giving people false expectations of what women in the workplace should be. We need to write less about what we expect women to do or wear, and more about individual, interpersonal leadership approaches that work. Step-forward leaders have multiple attributes that defy gender stereotyping. When examining, reporting, or discussing successful women, the emphasis needs to shift away from identifying them only from a gendered perspective and look more at the positive qualities they bring to the workplace.

Then we need to take this discussion and communicate it through action. Communication is more involved that just talking or giving advice. It involves the unspoken: It is about establishing a shared understanding between both parties. We must identify professional dialogues and communication that enables women to establish successful work relationships with each other in order to build capability. We need to help support advancement of other women by exemplifying good leadership. We need to actively inspire, achieve, and collaborate through good leadership.

Step-forward leadership is about moving away from the familiar, old-fashioned advice. It is about stepping forward and actively finding new ways to talk with each other, and moving that talk into action that builds successful professional identities more suitable for the twenty-first-century woman.

What else can women do to promote the positive leadership attributes — and move from Stepford leadership to step-forward leadership?

This blog first appeared on Harvard Business Review on 04/03/2012.

View our complete listing of Leadership Development and Diversity & Inclusion blogs.

  • About the Author: Andrea Gallant

    Andrea Gallant

    Andrea Gallant is a researcher working in education, leadership, and organizations. She is currently researching women and leadership at Deakin University, Melbourne, Australia.

    Full Bio | More from Andrea Gallant

  • About the Author: Athena Vongalis-Macrow

    Athena Vongalis-Macrow

    Athena Vongalis-Macrow is a researcher working in education, leadership, and organizations. She is currently researching women and leadership at Deakin University, Melbourne, Australia.

    Full Bio | More from Athena Vongalis-Macrow


0 Comment Comment Policy

Please Sign In to post a comment.