Breaking the Cycle of Gender Bias in Leadership: A Personal Reflection - Karen Boykin-Towns
Having experienced the corporate world from both sides of the hiring process, I have observed how gender bias can impact women’s career trajectories in subtle and overt ways. I’ve been in decision-making rooms where qualified women faced disproportionate scrutiny, with questions raised about their “fit” and/or “executive presence” for leadership — questions that were not always asked of their equally or less qualified male counterparts. I’ve also experienced this firsthand. Despite my qualifications and extensive experience, I have often found myself needing to prove my capabilities more rigorously than my male peers.
These reflections resonate with what we are seeing today with Vice President Kamala Harris — a highly accomplished leader whose qualifications are persistently questioned due to her gender. The scrutiny she endures is not unique to politics but is emblematic of a broader societal issue that affects women across industries. For example, MSNBC’s Ari Melber did a special report which highlighted that despite her extensive political experience, Harris faces disproportionate public criticism compared to less experienced male counterparts. This mirrors the dynamics I and many other women have encountered, where committees debate whether a highly qualified woman is the “right fit” for a leadership role while granting less critical assessments to male candidates.
This challenge extends beyond individual cases; it is a systemic issue. Women in leadership often face higher expectations and must continually prove themselves in ways that men are not required to. The “double bind” many women encounter forces a delicate balance: assertiveness may be seen as aggression, while a more collaborative approach is viewed as weakness. Personally, I have navigated this terrain, where even the most confident decisions were questioned, while similar actions from male colleagues were praised.
Ari’s special report brought these reflections to the forefront and highlighted a fundamental truth: gender bias, when left unaddressed, stifles not only the potential of individual women but also the progress of the organizations and industries they are a part of. When we have unequal standards, we miss opportunities for growth and innovation.
As I reflect on my own journey, it is clear that change begins with recognizing the problem and being willing to address it. We must be vigilant and vocal in identifying and challenging bias whenever we encounter it — whether during hiring processes or in daily professional interactions. Solutions start with action, and speaking up when something feels unjust is critical to breaking these patterns.
Each of us plays a role in fostering a more equitable environment, and it requires a collective shift in mindset. When I recall the times I’ve witnessed women’s qualifications unfairly questioned, I am reminded of the importance of speaking out. Breaking this cycle requires that we challenge outdated perceptions head-on.
Kamala Harris’ experiences reflect those of countless women, but they also remind us of the resilience, strength, and focus that women bring to leadership. We must strive to create environments where women are evaluated on their merits and abilities, rather than outdated gender norms. Change starts with each of us — if you see something, say something.