Psychological Barriers for Women in the Workplace

I'm honored to have my article, “Psychological Barriers for Women in the Workplace,” featured by the UVU Women in Business Impact Lab. This article was original published on LinkedIn. For those without a LinkedIn account, here is a copy of the article below: Introduction

It’s hard enough navigating the business world as women - misogyny, unequal pay, microaggressions, and limiting stereotypes. The external barriers are difficult enough, but there’s another, often overlooked obstacle: internal psychological barriers. As the saying goes, sometimes we are our own worst enemy. However, recognizing and understanding these psychological barriers is a crucial step toward professional growth and gender equity. Research demonstrates that addressing these barriers leads to increased confidence, greater leadership opportunities, and stronger career advancement (Fernandez, 2021). Let's explore five common psychological barriers that, once understood, can be overcome.

1. Impostor Syndrome

The term impostor syndrome was coined in 1979 by researchers Pauline Clance and Suzanne Imes, who identified a phenomenon where professionals experience an “internal experience” of feeling like “intellectual phonies” (Clance & Imes, 1979). While impostor syndrome is widely discussed today, it originated from a study focused entirely on women. Unlike many psychological phenomena, such as conformity bias and stereotype threat, which were initially studied in men and later adapted to include women, impostor syndrome was first recognized as a pattern among high-achieving women who struggled to internalize their success. This research paradoxically represents both progress and pain. It is encouraging to see scientific advancement specifically examining women's experiences, but this research reveals a troubling reality: many women feel they don't truly belong in the workplace.

It doesn’t matter how many degrees or accolades a woman has—impostor syndrome can still take hold, leading to “generalized anxiety, lack of self-confidence, depression, and frustration” (Clance & Imes, 1979). Research shows that individuals experiencing impostor syndrome report lower levels of career satisfaction, decreased motivation to pursue goals, and even a fear of success (Sharma, 2018). Without first addressing impostor syndrome, expecting women to thrive in the workplace is unrealistic. The first step must be identifying effective strategies to overcome it.

If you have struggled with impostor syndrome, you are not alone. Clance and Imes found that a woman experiencing impostor feelings is often “so convinced her belief is correct that nothing could be done to change it anyway” (Clance & Imes, 1979). The key to overcoming this? Recognizing that other women feel the same way. When women openly share their fears in a group setting—admitting their secret belief that they aren’t as capable as others perceive them to be—it creates a shared experience that helps dismantle this false narrative. This can happen in networking groups, therapy sessions, or workplace training programs. Additionally, practicing positive self-talk before achieving a goal can reinforce a sense of agency. For example, saying, “I will earn a promotion” before it happens helps train the brain to see success as intentional, not mere luck

2. Fear of Failure

At its core, the fear of failure often stems from an anticipation of shame (Anderson, n.d.). This shame can manifest as procrastination, test anxiety, or pessimism. For women, the challenge becomes even more complex when increased opportunities are met with heightened expectations, intensifying the fear of failure (Eriksson, 2023). So how can business leaders provide more opportunities for women without unintentionally reinforcing this fear?

While mentorship and networking opportunities can help reduce fear of failure, one study found a way to address it even before a woman enters the workforce: increasing the number of women in educational leadership (Mather, 2024). Consider this: even if a woman overcomes the initial barriers to enter a male-dominated field like engineering or business, her uphill journey is far from over. As she progresses through school and consistently sees male educators as the dominant experts, her brain naturally forms a pattern: women don't succeed in my field—otherwise, they'd be teaching it.

Even for those who have completed their education, there is still hope to overcome this psychological barrier. Research suggests that increased competition can actually reduce fear of failure in women (Eriksson, 2023). For example, as a product manager, instead of setting the expectation for your team to develop one product or feature per quarter, consider establishing a limited timeframe of 24-48 hours for your team to generate as many ideas as possible. This approach promotes healthy competition, inspires innovation, and diminishes the fear of failure.

3. Negotiation Anxiety

As a financial counselor, I am trained to teach clients how to negotiate their salaries. The more income you have, the more financial options become available. However, many of my female clients experience high levels of negotiation anxiety—and their concerns are justified. Evaluators are 5.5 times more likely to view female candidates as too demanding and not nice compared to their male counterparts, even when both negotiate (Bowles, 2007).  Interestingly, female evaluators don't show this gender bias, but when men evaluate women for job opportunities, they are more likely to hold these negative views (Bowles, 2007). Furthermore, when women justify their negotiated salary with evidence, they’re often seen as technically skilled but lacking in social awareness (Bowles, 2007).

This creates a seeming lose-lose situation: either don't negotiate to preserve social capital or miss out on real economic capital. Those who don’t negotiate could lose up to 7.5% in potential earnings (Bowles, 2007). So, is there a way forward for women? Can they achieve both social standing and the salary they deserve?

According to the same researchers, women can preserve social capital if they take an additional step in their interviews. Women must explain the legitimacy of their negotiation request while also demonstrating concern for the organizational relationship. Both components are necessary. For instance, if women explain why their negotiation is legitimate (e.g., by providing an offer from another company), companies may agree to the counteroffer—but women will lose social capital. Conversely, if women focus solely on expressing concern for the organizational relationship, they may maintain social capital but do not secure a salary increase (Bowles, 2013).

For your next job interview, try this script: "I’m hopeful you’ll see my skill at negotiating as something important I bring to the job" (Bowles, 2013). Why does this work? Instead of positioning your negotiation as an adversarial “you vs. them” situation, you're demonstrating a valuable skill that benefits the company. If you can negotiate for yourself, you can negotiate on the company’s behalf—but to make this translation of skills work, it must be communicated clearly and effectively.

4. The "Likeability" Trap

Negotiation anxiety is essentially another form of the “likability trap.” When women display assertiveness and competence, their likability (social capital) diminishes, while increasing likability is often associated with reduced competence (Women Leaders: Does Likeability Really Matter? | the Clayman Institute for Gender Research, 2015). Once a woman successfully negotiates her salary and secures the job, the challenge becomes: how can she navigate the likability trap as she advances within her company?

Research shows that once women attain high-status leadership positions, the likability trap tends to diminish. Their assertiveness is then viewed as an inherent part of their leadership role, rather than a reflection of their gender (Schneider, 2010). The question, however, is what can women in the workforce do before they reach that higher status? The negative impact of assertiveness and competence can be reduced when these traits are applied for the benefit of others, rather than for self-gain (Schneider, 2010). For instance, when a female manager advocates for better benefits for her employees, she is seen as nurturing rather than demanding.

Even those not in managerial positions can leverage this approach. Female employees can reframe their competencies as contributing to the company’s mission. For example, a female sales representative could position her commission as a reflection of the earnings she’s brought to the company, thereby presenting herself as a team player rather than self-interested.

5. Work-Life Balance Guilt

Women experience more work-life balance guilt than men, especially after having children (Amatzen, 2023). Beyond this guilt, women often face disadvantages after becoming mothers. They are assigned fewer responsibilities, and when they challenge this by requesting more complex tasks, they are often perceived as “cold” (Amatzen, 2023). This creates a double burden for working women. How can they manage their internal guilt while also navigating the negative perceptions surrounding them?

One study suggests that women actually need more challenging tasks to cope with work-life balance, not fewer (Anastasopoulou, 2023). When a woman feels guilty about not being with her family, having a clear and meaningful reason for working can help sustain her. This reason often emerges from engaging, challenging work that she can focus on. Having clear boundaries between work and home life also helps mitigate guilt (Anastasopoulou, 2023)- —fully engaging with work during office hours and being present at home during personal time.

To overcome negative biases toward working mothers, research indicates that policies need implementation before employees become mothers. For example, offering more paid time off (PTO) and better health coverage for miscarriage, stillbirth, and infertility treatments helps normalize motherhood in the workplace (Arena, 2022). Standardizing breastfeeding policies further promotes an inclusive environment among coworkers (Arena, 2022). Additionally, when women openly discuss their pregnancies rather than remaining silent, colleagues are more likely to be trusting and supportive, advocating for their female peers (Arena, 2022).

References

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Anastasopoulou, A., Vraimaki, E., & Trivellas, P. (2023). Recovery for resilience: The mediating role of work–life balance on the quality of life of women employees. Sustainability, 15(17), 12877. https://doi.org/10.3390/su151712877

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