Queen Bee Phenomenon: Myth or Reality

In these days of allyship to build and strengthen diversity and inclusion, the concept called the Queen Bee Syndrome is worth a mention. Margaret Thatcher, the UK's first woman prime minister, received the ‘Queen Bee’ label from the world's press for not promoting other women's careers in the cabinet. The queen bee phenomenon refers to the syndrome in which women pursue individual success in male-dominated organizations (where men hold most executive and leadership positions) by conforming to the masculine culture while distancing themselves from other women (Derks et al, 2016). Simply put, women at senior leadership level do not support other women and are not very approachable for them. This concept was first coined in the 1970s by researchers at the University of Michigan when they conducted a study that evaluated women's promotion rates and found instances where women who achieved success in male-dominated workplaces were opposed to the advancement of other women (Faniko, 2013).

Why do women act as the Queen Bee? 

Empirical investigation says it is not inherent in women's personality and approach towards other women. There are several triggers for this kind of response towards other women.

1. Women present themselves like men (Masculine Self-presentation). Agentic qualities like self-assertion and independence, while communal traits about concern for others and interpersonal sensitivity are to be believed incongruent; therefore, women are disadvantaged in achieving leadership positions. (Eagly and Karau,2002, Heilman, 2001 and Schein, 2001). A study directly comparing the self-descriptions of women and men in junior and senior positions found that women leaders described themselves as more masculine and ambitious than junior women but as comparably masculine and ambitious as their male peers. As they grow up the organizational ladder, women may assimilate to masculine definitions of leadership.
2. Social Identity Theory (Tajfel & Turner, 1979) suggests that individuals base their identity partly on their gender. When members of disadvantaged groups are in a minority position, they are likely to perceive that their group's characteristics are not valued or considered necessary. The number of women at the top is less than that of men; they may integrate into male-dominated organizations and adjust their self-representation and leadership style to fit the masculine organizational culture. Moreover, rather than looking for opportunities for their female subordinates, they may distance themselves from them to not sound stereotypically gender biased towards other women.

Impact of Queen Bee Syndrome 

Most women at junior and middle levels seek after the women at the senior leadership level. Their experiences with them shape their perception and aspiration of being a woman leader. They seek for inspiration and mentoring from senior women leaders. However, when women's response at the senior leadership level is that of a Queen Bee, it adversely impacts their desire to become woman leaders. Women at the senior leadership level are the source of motivation and encouragement for them, and a bad experience of working with them can lead to a generalization of women senior leaders being challenging as managers and leaders.

Queen Bee Phenomenon can also adversely affect the self-efficacy of women working at junior and middle levels, consequently impacting their career growth.

Ways to reduce Queen Bee Phenomenon- 

The bedrock for reducing the Queen Bee Phenomenon is building an inclusive workplace and reducing social identity threats. In career success, gender as a threat is called a social identity threat. Therefore, it is imperative to build a workplace that nurtures psychological safety so that people are proud to bring their true selves, and there is no place for gender discrimination.

While we all intend to make diversity thrive within an organization, senior women leaders are the one who are and will play a pivotal role in in becoming the strongest supporter, mentor and cheerleader to other women who wish to take leadership roles in organization.

References-

1. Derks, B, Van Laar,C., & Ellemers, N. (2016). The queen bee phenomenon: Why women leaders distance themselves from junior women. The Leadership Quarterly, 27 (3), 456-469.
2. Faniko,K, Ellemers, N., & Derks, B. (2016) Queen Bees and Alpha Males: Are successful women more competitive than successful men? European Journal of Social Psychology, 46(7), 903-913.
3. Eagly,A.H., & Karau,S.J. (2002), Role congruity theory of prejudice toward female leaders. Psychological Review, 109,573-598.
4. Heilman, M.E. (2001), Description and prescription: How gender stereotypes prevent women’s ascent up the organizational ladder. Journal of Social Issues, 57,657-674.
5. Schein,V.E. (2001). A global look at psychological barriers to women’s progress in management. Journal of Social Issues,57,675-688.
6. Tajfel, H., & Turner, J.C. (1979). An integrative theory of intergroup conflict. In W.G. Austin, & S.Worchel (Eds.), The social psychology of intergroup relations, Monterey: Brooks/Cole Publishing Company.