Abstract:

The growing presence of women in leadership positions is often assumed to foster gender solidarity and equitable workplace practices naturally. However, emerging evidence suggests that power attainment does not always translate into support for other women. This conceptual paper explores the paradox of women leaders who ascend organizational hierarchies without actively facilitating the advancement of female subordinates—a phenomenon increasingly discussed as intra-gender bias or the “Queen Bee” effect. Drawing on social identity theory, role congruity theory, and power dynamics literature, the paper critically examines how organizational cultures, patriarchal norms, and survival-based leadership strategies shape biased behaviours among women in positions of authority. It further conceptualizes the psychological, relational, and performance-related consequences of such bias on women subordinates, including reduced job satisfaction, diminished self-efficacy, and constrained career progression. By synthesizing multidisciplinary literature across leadership studies, gender research, and organisational psychology, this paper offers a nuanced understanding of why gender representation at the top alone is insufficient to dismantle systemic inequities. The study contributes to the discourse on women’s leadership by shifting the focus from structural barriers to relational and behavioural dynamics within gender groups. It also highlights the need for inclusive leadership development, organisational accountability, and cultural interventions to ensure that women’s leadership becomes a catalyst for collective empowerment rather than individual advancement.

Please choose your submission type: Full Paper

Primary Track: Gender in Management

Keywords: Gender diversity and inclusion policies and practices;Gender discrimination and industry specific features

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Dr. Dr. K. Latha