Challenges of being a Female Manager

Challenges Female Managers Face in Male-Dominated Teams

Being a female manager in a predominantly male-run company is a constant test of endurance and self-belief. From the start, I have been met with ridicule, exclusion, and outright harassment from certain male coworkers. I rarely reported the harassment; instead, I anchored myself with steady resolve, remembering my father’s wisdom: “Master every job, because when some men bristle at a woman’s competence, it’s their own lack of growth—not yours—on display.” Those words have carried me through storms that might have broken someone with less grounding.

Even before I was promoted, the air was thick with dismissive jokes: “If she wants to do a man’s job, she needs to work like a man.” There was never a moment when my skills or education were acknowledged—instead, when I moved up, the rumors started; innuendoes about how I had ‘earned’ my promotions. Through it all, I saw only insecure men, threatened by change and their own limitations. I learned to let their words pass through me, to not internalize pain born from their fear. Instead, I carried empathy in one hand and courage in the other: How could I take personally the lashing out of those so deeply afraid of progress?

Rather than harden, I chose kindness. With each confrontation, I stood with compassion—not to appease them, but to make clear I was not leaving, and that unity and shared success would benefit us all. Sometimes, though, even the gentlest truth is a threat to those who cannot face themselves.

When I finally became manager, things got worse. The resentment from some men in my department curdled into hostility. Instead of being allowed to focus on the demands of leadership, my first days were tainted by toxic remarks and open challenges to my authority. Two of the men on my team bluntly told me that I didn’t deserve my position. One left and was ultimately let go, unable to adapt to his own challenges. The other, stuck in place, seemed to think that if he made my daily life unbearable, I would quit and make room for him. What he can’t see is that clinging to bitterness and resisting growth only keeps him from ever leading—while I, unbroken, continue forward.

Yet, the struggle doesn’t end with overt resistance. Even now as a manager, I find my voice ignored in meetings—only for my ideas to be repeated by a male colleague and suddenly met with enthusiasm. Time and again, contributions I made were quietly claimed by others, my work offered up as theirs, and my innovation repackaged in someone else’s words. In those moments, it is not just frustration I feel, but also a steely determination. I am forced to keep pushing through, to reassert my ideas, and to fight not just for myself but for every woman whose talents are sidelined.

What keeps me going is the knowledge that my presence is already a disruption to the old order, proof that change is possible and that I need to keep my team thriving. The resistance I face—whether open or subtle—does not define my worth or my ability. I stand my ground not just for myself, but to pave the way for those women who will come after, so that one day being a woman at the table won’t be a struggle, but simply a given.

Female managers who lead mostly male teams can encounter a distinct set of challenges, including:

1. Perceived Threats to Masculinity and Authority

• Male colleagues may feel threatened by female authority, sometimes resulting in increased assertiveness, competitiveness, or resistance to instructions.

• Some men may subconsciously perceive a female leader as challenging traditional gender roles, leading to defensive or disruptive behaviors that impact team performance.

2. Stereotyping and the Double Bind

• Female leaders often face the “double bind”: they are expected to be nurturing (to fit gender stereotypes) while also being assertive to fulfill leadership expectations.

• Displaying behaviors seen as “too masculine” can prompt backlash; being “too feminine” can be criticized as weak or ineffective.

3. Lack of Support and Gender Bias

• Female managers may receive less support from both men and women in the workplace, and their experiences or skills are sometimes scrutinized more harshly than their male counterparts.

• Male subordinates could resist reporting to women, especially if they have never worked under female leadership before.

4. Isolation and Lack of Mentors

• In environments with few women, female managers can feel isolated, lacking allies or mentors who understand their experiences or offer guidance.

5. Undermining and Disrespect

• Female leaders sometimes face passive or outright aggressive undermining, such as having their directions bypassed or authority challenged publicly or behind the scenes.

Strategies to Overcome These Challenges

Successful female managers often use a mix of internal strategies and organizational supports to thrive:

Adapt Leadership Style

• Flexibly vary between “feminine” and “masculine” skills as appropriate for the situation—using empathy and collaboration when helpful, but assertiveness when necessary.

• Focus on leveraging rapport-building skills, which research shows can improve team performance and cohesion.

Build and Seek Support Networks

• Find mentors within or outside the organization—mentoring helps develop confidence, provides advice, and opens doors to advancement.

• Support and uplift other women in the workplace to foster solidarity and reduce isolation.

Be Proactive and Visible

• Speak up about discriminatory practices and ensure your achievements are recognized—don’t shy away from asking for raises, promotions, or high-visibility assignments.

• Take on challenging roles and projects to demonstrate ability and leadership to the wider organization.

Demand and Contribute to Inclusive Culture

• Encourage organizations to implement bias training and transparent recruitment/promotion policies that recognize and address gender inequity.

• Create or participate in employee resource groups or women’s networks within the organization as a space for shared experience and advocacy.

Strengthen Resilience and Confidence

• Focus on the positive elements of the role and don’t internalize resistance—understand that pushback often reflects broader cultural biases, not personal failure.

• Seek out allies and advocates among both women and men—collaborators can help challenge toxic behaviors and set positive norms for respect and cooperation.

By combining personal adaptability, strategic relationship-building, assertive self-advocacy, and driving cultural change, female managers can not only overcome these challenges but help pave the way for greater inclusion and teamwork in the workplace