"Do you really believe a woman can successfully fill this position?" Perhaps you've heard this sentence word for word, or perhaps in more subtle forms:
"You're surprisingly assertive – for a woman." "You have children – and still hold this position?" Such statements are rarely overtly offensive. Yet they convey a message: You are an exception. You need to prove yourself – even more than others.

For many women in the workforce – especially in leadership roles or male-dominated fields – these subtle doubts are part of everyday life. And they have a measurable impact. This is where a psychological phenomenon comes into play that is often underestimated: stereotype threat.

It doesn’t take open doubt about someone’s competence – often, just the silent expectation of confirming a stereotype is enough. And this can significantly affect performance, confidence, and career decisions.

 

What is stereotype threat?

Stereotype threat refers to the fear of confirming a negative stereotype about one’s social group through one’s actions. This internal pressure can lead to stress, reduced performance, and even withdrawal – not because of a lack of ability, but due to the psychological strain caused by the stereotype.₁

 

Where does stereotype threat occur?

Stereotype threat typically arises in situations where people fear being judged based on negative assumptions about their group identity. It is particularly evident in work environments – for instance, among women in male-dominated sectors, older employees, or people with a migration background.

The effect is already visible in educational settings: for example, if girls are reminded before a math exam of the stereotype that “girls are worse at math,” their performance can measurably decline. The same holds true for ethnic minorities – such as Black students who feel they must work twice as hard to avoid confirming racist assumptions.

In the workplace, stereotype threat is often invisible – but very real. Women in leadership or technical fields often feel intense pressure to perform continuously, just to prove they are not "less competent" or "not assertive enough." This pressure negatively impacts motivation, performance, and wellbeing – even when all objective conditions for success are met. Studies show that merely fearing to match a stereotype can lead individuals to disengage from their jobs – even when they are fully qualified.₂

 

How does stereotype threat manifest at work?

A recent meta-analysis involving over 40,000 participants clearly shows: stereotype threat is linked to lower job satisfaction, reduced engagement, higher exhaustion, decreased self-efficacy – and increased intention to quit. Women and older employees are particularly affected, with even stronger effects often observed among older workers.₃ Women in leadership positions are frequently under special scrutiny. Their behavior is judged more harshly, and they often feel they represent their entire gender group. Even a seemingly harmless interview question – such as asking about childcare arrangements for a leadership role that involves travel – can trigger insecurity, as it subtly signals: You don’t really belong here. Subtle differences also arise in daily team life: a woman who makes clear decisions may be perceived as “too direct” or “emotional” – traits that are often seen as strengths in male colleagues.

Even well-meaning remarks like “It’s great to see a woman succeed in this field” not only question someone’s achievement but also make gender the defining lens – and trigger the mental stress that fuels stereotype threat. Studies show that many women in leadership roles fear being seen as “bossy” or worry that any mistake might reinforce negative gender stereotypes – such as women being “not assertive enough” or “overly emotional.”₄ This constant overthinking creates stress and limits professional freedom.

 

Stereotype threat in digital learning – A case study

Despite growing access to digital education, women remain underrepresented in IT – including in popular online learning formats such as MOOCs (Massive Open Online Courses). A recent study examined this imbalance through the lens of stereotype threat – the psychological strain caused by the fear of confirming gender-based stereotypes.₅

Key findings include:

• Women experience stereotype threat in online courses, for example, through the feeling of needing to prove themselves in a male-coded IT environment.
• While men and women criticize similar issues (e.g., poor video quality), their communication styles, expectations, and expressions differ significantly.
• Women tend to provide more specific suggestions for improvement, express more frustration over outdated content, and react more sensitively to subtle discrimination or poor representation.
• Women place more emphasis on clear explanations and exam preparation, whereas men are more likely to report technical errors or request support.
• Psychological barriers stemming from stereotypical role expectations lead to a higher dropout rate among women – even though MOOCs theoretically promise equal opportunity.

 

What are the consequences of stereotype threat?

The consequences of stereotype threat are far-reaching. It not only harms individuals emotionally but also measurably affects self-image, performance, and motivation.

Key effects include:

Reduced performance: Merely reminding someone of a negative stereotype can impair their test results – even when their actual abilities remain unchanged. Example: Steele & Aronson (1995) showed that Black students scored significantly lower on a standardized test when told it measured intellectual ability – triggering stereotype threat.₆
Decline in self-confidence: Individuals under stereotype threat begin to doubt themselves – even when they are highly competent. The fear of confirming a stereotype undermines self-belief and can lead to a long-term negative self-image.₇
Cognitive overload: Stereotype threat consumes mental resources – such as attention and working memory. People don’t just focus on the task, but also worry about how they are perceived. This "mental multitasking mode" reduces performance, especially in high-pressure work settings.₈
Reduced interest and withdrawal: Repeated exposure to stereotype threat can cause people to withdraw from certain fields – e.g., women from technical studies or people of color from academic careers. The constant pressure to disprove a negative image creates emotional strain, leading to feelings of isolation, stress, and even burnout. ₉

 

How can stereotype threat be reduced in the workplace?

Stereotype threat doesn’t just harm individuals – it also hurts companies through decreased performance and retention. Employers, leaders, and teams can take proactive steps to foster a supportive and inclusive environment.

1. Identify and avoid gender stereotypes in hiring processes

Unconscious bias often has the greatest impact in assessments, interviews, or evaluations. Example: If leadership tasks in an assessment center are associated with competition and dominance, this disadvantages leadership styles more often associated with women. Questions like “How do you organize childcare?” are asked almost exclusively to women and subtly imply: family is their issue – not the man’s.

Evaluation criteria should also be reviewed: Are traits like “assertiveness” interpreted differently for men and women?
Targeted training, gender-sensitive guidelines, and regular reviews by diversity experts can help eliminate these biases.

2. Avoid stereotypes in company communication

Language and visuals in communication – such as brochures, career pages, or job ads – often reinforce stereotypes unconsciously. Do images show mostly men in leadership roles, while women appear in supportive functions? Does the wording use terms like “assertive,” “technically skilled,” or “resilient” – often associated with male norms? These signals subtly suggest who belongs – and who doesn’t.

Diverse imagery, balanced quotes, and gender-sensitive wording help challenge bias and create a sense of true belonging.

3. Reflect on language – internally and externally

Language shapes our perception of people, roles, and expectations.Even small wording changes make a big difference. Instead of “Success through strong leaders,” say “Success through diverse leadership.” Or instead of “The ideal candidate should be resilient,” use “We seek individuals who remain calm in demanding situations.”

Inclusive language should be standard across job ads, mission statements, internal communication, and leadership culture. Speaking inclusively sends a clear signal: Diversity is not just accepted – it’s valued.

4. Practice inclusive leadership

Inclusive leadership starts with awareness – of one’s role, language, and unspoken team dynamics.

Who gets interrupted in meetings?
Who takes on organizational tasks by default?
Who is heard – and who isn’t?

Daily leadership should include active reflection. Mentoring programs and formats like reverse mentoring, where younger employees coach leaders on diversity topics, foster new perspectives. Inclusive leadership also means creating spaces where people can contribute without conforming to stereotypical expectations. Visibility, appreciation, and genuine listening are not “extras” – they are keys to unlocking potential.

 

Stereotype threat does not vanish on its own – but its effects can be significantly reduced through conscious action. It’s not just about more diversity – but about more safety, visibility, and confidence in everyday working life.

 

 

SOURCES:

₁Steele, C. M. (1997).A threat in the air: How stereotypes shape intellectual identity and performance.

₂https://www.uni-ulm.de/in/psy-soz/forschung/forschung/stereotype-threat/

₃von Hippel, C., Kalokerinos, E. K., Zacher, H., & Henry, J. D. (2024). Stereotype threat in the workplace: Implications for diversity, inclusion, and organizational outcomes. Organizational Behavior and Human Decision Processes

₄Hoyt, C. L., & Murphy, M. C. (2016). Managing to clear the air: Stereotype threat, women, and leadership. The Leadership Quarterly

₅Stattkus, D., Göritz, L., Illgen, K.-M., Beinke, J. H., & Thomas, O. (2025).
Overcome the gender gap: Analyzing massive open online courses through the lens of stereotype threat theory

₆ Steele, C. M., & Aronson, J. (1995). Stereotype threat and the intellectual test performance of African Americans. Journal of Personality and Social Psychology,

₇Spencer, S. J., Steele, C. M., & Quinn, D. M. (1999). Stereotype threat and women's math performance. Journal of Experimental Social Psychology

₈Schmader, T., Johns, M., & Forbes, C. (2008). An integrated process model of stereotype threat effects on performance. Psychological Review

₉Good, C., Aronson, J., & Harder, J. A. (2008). Problems in the pipeline: Stereotype threat and women's achievement in high-level math courses. Journal of Applied Developmental Psychology