Psychological drivers of gender disparities in leadership paths

Despite decades of progress, gender inequalities in workplace authority and compensation persist. This review reveals recent advances in understanding how gendered careers emerge through three psychological mechanisms prevalent in organizations: (i) intrapersonal gender biases, (ii) interpersonal power dynamics, and (iii) intergroup gender relations. Because power is perceived as masculine, women in authority face systematic backlash. While status offers women an alternative leadership route, it proves less valuable than power - lacking resource control and requiring constant social validation rather than conferring formal authority. We suggest that mindsets about human malleability moderate these dynamics: fixed mindsets amplify stereotyping and power-based challenges for women leaders, while growth mindsets attenuate barriers. Our framework aims to illuminate gender disparities and to suggest promising intervention pathways.