A groundbreaking study from excavations near the Andes in Peru unearthed evidence that women made up a significant portion of hunters as early as 12,000 years ago. In these societies, where survival hinged on successful hunting, girls and women were trained alongside men, crafting their own tools and honing their skills. This evidence dismantles the simplistic view of hunting as exclusively male territory. More importantly, it challenges the myth of male superiority, a belief that has seeped into societal structures and contributed to the misguided perception of female inferiority today.
The question, then, is when did rigid divisions between male and female roles emerge? Over time, misconceptions have been amplified by modern narratives, assigning men and women to divergent categories that don’t reflect their true potential. The workplace, driven by productivity and profit, is where this division is most clearly observed. However, the assumption that gender alone determines capability is both outmoded and counterproductive.
Data analytics of over 10,000 personality and behavioural assessments carried out by BasilTree Consulting, offers a fresh perspective on these entrenched beliefs.
The stereotype that women are more emotional and, by extension, less capable of managing high-pressure environments is increasingly untenable. Data shows men and women are equally emotionally controlled, yet women excel in building partnerships and fostering engagement within teams. Emotional intelligence — so often perceived as a weakness — emerges as a powerful tool for collaboration and communication. Women’s ability to connect with others, drive team cohesion, and encourage open dialogue strengthens team performance. Far from being a limitation, emotional expression is a leadership asset.
Similarly, the notion that women are inherently less competitive than men undercuts their authority in corporate settings. While men tend to exhibit more competitive drive and tough-mindedness, women are more collaborative and caring, qualities that enhance innovation and problem-solving. When organisations foster both competition and collaboration, they can unlock the full potential of their teams.
Diverse teams, enriched by competitive energy and collaborative spirit, are better positioned to deliver results, push boundaries, and improve employee well-being. However, if collaboration is not valued as highly as competitiveness, women’s contributions may go unrecognised, hindering their career progression and affecting the organisation’s culture.
Another pervasive belief is that women face a double bind, forced to choose between career success and family life. Some argue this choice stems from societal expectations, yet data reveals that women are more independent-minded than men while simultaneously being more conventional. Independence here refers to the ability to think for oneself, make autonomous decisions, and prioritise personal values over social pressures. Conventionality reflects a preference for established methods.
This duality may seem counterintuitive given the perception of women as more community-oriented, but it reveals a capacity for balancing personal autonomy with collective engagement. For the workplace, this means women are well-equipped to drive innovation while maintaining an awareness of established processes, making them crucial to sustainable organisational growth.
The challenges women face extend beyond the workplace. Public perceptions often fail to recognise the full scope of women’s abilities, as seen in the case of Indra Nooyi, the former CEO of PepsiCo. Despite her immense success, she was frequently questioned about her “motherly” qualities rather than her business acumen. Such biases, rooted in outdated gender roles, prevent women from realising their full potential. By clinging to antiquated beliefs, we risk undermining innovation, leadership, and growth. These biases often trickle down into education and policy, perpetuating stereotypes from a young age.
Personality data further suggests men excel in strategic thinking, data analysis, and project management, while women are more detail-oriented and conscientious. These are generalisations, of course, but they underscore the importance of recognising individual strengths rather than relying on gendered assumptions.
Structuring teams to leverage the diverse talents of both men and women allows organisations to optimise performance. It is equally vital to recognise that cognitive abilities do not differ significantly between men and women. Early career data reveals no fundamental differences in cognitive potential, further emphasising that organisations should prioritise talent and potential over gender-based assumptions.
To foster a truly inclusive workplace, development programmes must be tailored to address individual competencies rather than assumed needs based on gender. By creating gender-diverse teams that promote disruptive thinking and challenge preconceived notions of gender roles, organisations can unlock new pathways to innovation. Effective leadership is not confined to traditional masculine or feminine traits; it draws on a wide range of skills, and diversity enhances an organisation’s capacity to adapt and thrive in an ever-changing world.
As we confront these long-standing misconceptions, it becomes clear that the future of leadership requires a shift in perspective. Moving beyond stereotypes not only empowers women to contribute fully but also fosters innovation and growth. In the Indian market, this shift is especially critical.
As India emerges as a global economic powerhouse, companies cannot afford to let outdated gender notions limit leadership roles. Women in India are already breaking ground across industries, and evidence shows that companies with diverse leadership consistently outperform their peers. Recognising the cognitive potential and strengths of all genders will lead to more inclusive, dynamic workplaces, where every individual is empowered to contribute meaningfully.
It is time for society to catch up.
—This is second of a three-part OpEd series, based on primary research of 10,000 corporate executives in India to understand trends on behavioural patterns and bias. The authors; Dr. Srinath Sridharan (@ssmumbai) is a Policy Researcher & Corporate advisor, and Bhawana Mishra is Founder, BasilTree Consulting.
