Wearing a “Mask at Work:” The Performativity of Female Leadership in Contemporary Organizations

Research suggests that the concept of a “successful leadership” is deeply entrenched in masculine stereotypes. Female leaders are caught in a dichotomy wrestling with characteristics which are considered “masculine” (e.g., confidence, authority, legitimacy, etc.) while characteristics which are considered more “feminine” are perceived to lack the necessary gravitas expected of senior leaders and thus females who embody these might not be considered as strong or as effective in their leadership. Although much research in this area has focused on female leaders struggling to reconcile this dichotomy, in contrast, this paper describes research showing the powerful, agentic way in which female leaders enact gendered leadership. The findings detail emerge from a study which sought to explore the lived leadership experience of 66 females. Drawing on Butlerian theory, the paper explores the idea of performativity in the context of female leadership. Underpinning Butlerian theory is the idea that certain gendered behaviors are not in fact “natural,” and that the learned performance of gendered behavior (i.e., what is commonly associated with femininity and masculinity) is an act of sorts, a performance. The findings show that many female leaders are considered agentive and strategic in adopting a mask and performing “masculine” traits as required in order to be accepted as effective leaders. The findings presented may be helpful for both established and emerging leaders, organizations keen to retain and progress their female leaders, and, more broadly, researchers, practitioners, and academics exploring the intersectionality of leadership, identity, and gender.