Women, work and the quiet strategies of survival: Gendered workplaces and the burden of proof

By Ummu MARKWEI (PhD)

In many professional spaces, women learn early that success requires more than qualifications and hard work. It also demands adaptation. A recent study by Ummu Markwei, Esther Julia Korkor Attiogbe, Rejoice Esi Asante, Abigail Opoku Mensah, and Nana Owusua Aboagye-Darko uses female academics in Ghanaian universities as a case study to examine how women navigate male-dominated work environments.

Although the research focuses on academia, the experiences it captures reflect a wider reality faced by women across professions. Drawing on in-depth interviews with 30 female lecturers from public and private universities, the study highlights the strategies women adopt to assert authority, gain respect, and survive in workplaces where masculine norms continue to shape leadership and professionalism.

This study published in the Journal of Equality, Diversity and Inclusion reveals that universities, like many other institutions, remain gendered spaces where authority is often associated with men. Female academics reported being questioned more frequently, interrupted during meetings, and held to higher standards than their male colleagues.

While men’s competence is often assumed, women described having to constantly prove their expertise. This unequal standard, the researchers note, mirrors experiences in other sectors where women’s credibility is routinely scrutinized, regardless of their qualifications or experience.

Speaking to Be Heard: Communication as a Strategy

One of the most prominent strategies identified in the study is the deliberate use of assertive communication. Female academics explained that speaking softly was often interpreted as uncertainty or weakness, particularly in lecture halls and professional meetings.

To counter this, many adopted firmer tones, spoke more forcefully, and avoided hesitation. This adjustment helped establish authority and limit challenges to their leadership. The study suggests that this strategy is common among women in various professions, where assertiveness, often coded as masculine is still equated with competence.

Toughness and Firm Leadership

Beyond voice, toughness emerged as a key coping mechanism. Participants described presenting themselves as strict, firm, and uncompromising to discourage disrespect from students and colleagues. While this approach often proved effective, it also came with social costs. Women who adopted firm leadership styles were frequently labelled as “too hard” or “unfriendly,” reflecting a double standard where behaviours praised in men are criticized in women.

 

Confidence and the Need to Over perform

Confidence was another recurring theme. Many participants said they felt pressured to project high levels of confidence sometimes beyond how they truly felt—to counter stereotypes about women’s capabilities.

The study highlights how women often prepare more thoroughly, speak more decisively, and emphasise their achievements to gain the same recognition afforded to men. This pattern, the authors argue, reflects a broader workplace culture where women must over perform to be seen as equally competent.

Balancing Professional Demands and Cultural Expectations

A central tension identified in the study is the conflict between professional expectations and societal norms. In Ghanaian society, women are often expected to be humble, accommodating, and soft-spoken. These expectations can clash with workplace demands for assertiveness and authority.

Female academics described the emotional strain of navigating these conflicting roles –  being strong enough to lead while remaining socially acceptable. This struggle, the researchers note, is shared by many women across sectors who must constantly negotiate their identities.

The Hidden Cost of Adaptation

While the strategies identified in the study help women cope and succeed, they are not without cost. Participants spoke of exhaustion, emotional suppression, and the pressure of constantly monitoring their behaviour.

The authors caution that these strategies should not be mistaken for evidence of equality. Instead, they reveal how women adapt themselves to unequal systems rather than those systems adapting to include diverse leadership styles.

Rethinking Inclusion and Leadership

Using female academics as a case study, the research calls for a broader rethinking of workplace culture. The authors argue that genuine inclusion requires challenging masculine definitions of authority and leadership. Without institutional change, women will continue to rely on personal coping strategies to navigate professional spaces. Creating workplaces that value multiple expressions of leadership, the study concludes, is essential to achieving meaningful gender equality.

The author is a Senior Lecturer and Head of Department, Business Administration University of Professional Studies, Accra.

Full article can be downloaded from: https://doi.org/10.1108/EDI-03-2024-0101

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