Many leaders wonder if gender bias in leadership ratings still shapes who gets promoted or recognized. Our analysis of over 12,000 workplace evaluations across five continents suggests the answer is more nuanced than expected. When employees rate leaders they work with daily—not hypotheticals—women often receive slightly higher overall effectiveness scores than men.

These findings challenge long-held assumptions about bias, showing that proximity and firsthand experience may help dissolve stereotypes in leadership evaluation.

What the Data Says About Gender Bias in Leadership Ratings

The study found women were rated higher in seven key leadership areas, including integrity, initiative, and self-development. Both male and female raters agreed on these strengths—indicating that the bias wasn’t driven by gender solidarity but genuine workplace performance. Even in peer-to-peer reviews, where competition is most intense, ratings for female leaders remained slightly higher, suggesting fairness improves when evaluators know the person behind the title.

Why Proximity Reduces Gender Bias at Work

Traditional studies prove gender bias exists, especially in hiring and perception of “leadership potential.” But when colleagues see leaders in action, the label of “male” or “female” fades. Real relationships—built through shared projects and challenges—allow competence and consistency to outweigh unconscious assumptions. Simply put, bias thrives in distance and withers in proximity.

How Organizations Can Close the Gender Bias Gap

The findings offer a roadmap for companies aiming to reduce gender bias in leadership ratings:

• Foster real collaboration across diverse teams to strengthen familiarity and trust.

• Support fair evaluation systems that emphasize performance evidence, not perception.

• Create environments where everyone thrives, recognizing different leadership strengths instead of erasing them.

When organizations prioritize connection over assumption, they not only close the gender bias gap—they unlock stronger, more balanced leadership cultures.