We’re living in a frustrating double bind.
The value of women in leadership is clear. Research from Harvard Business School shows organisations with more women in senior leadership roles enjoy higher profits, innovation and kindness and far less risk.
In research environments, it's well known diverse leadership leads to better research and outcomes.
Yet globally, women still hold only around 28% of leadership roles, only a third of major research funding goes to women and only 2% of venture capital funding went to female founders in 2024.
This double bind has two drivers:
Firstly, the structural and systemic barriers for women are clear - systemic inequity, unconscious bias, gatekeeping and social conditioning.
The second, more invisible factor is a behavioural pattern I’ve seen in myself and in so many high-performing women in my 25 years across consulting, research, advisory and professional services. I call it Reluctant Authority™.
What is Reluctant Authority™?
Reluctant Authority™ is not a lack of competence, ambition or imposter syndrome.
It is a deeply subconscious tension between knowing your work matters and fearing what it will mean to step visibly into your authority.
When I’ve shared this concept with women colleagues and friends, they’ve immediately said:
“Yes. That’s exactly what I’ve been feeling - and it’s why everything feels so much harder than it should.”
Why Reluctant Authority Makes Sense
Many women feel reluctant to claim visible authority because they may feel:
Their work should stand on its own merits
Traditional models feel hierarchical and exhausting
Visibility feels like ‘icky self-promotion’
Increased visibility may lead to burnout.
A deep fear of being judged, exposed or misunderstood.
Success may change their lives in ways they’re not ready for.
This reluctance is a pretty natural, protective response to society’s conditioning and the system we live in.
What Reluctant Authority Looks Like in Practice
Recently, a senior colleague told me she’d completed a book she’d been working on for the last few years.
It’s rigorous. It will shift the thinking in her field and make a difference to people’s lives.
Yet even though the work is done, she hesitates to position it publicly as a tool for change.
This is because claiming her authority in this way will mean putting herself ‘out there’ in a way that doesn’t feel comfortable. She’s concerned about the visibility and expectation when she already has more than enough on her plate at work and at home.
Another very senior client said the same thing – hesitation about her work going to the next level, because of the impact on her privacy.
These are real and valid concerns from women doing incredible work in their fields.
I also want to be clear that on both counts, these women are proceeding to put their work ‘out there.’
They’ve had to balance their reluctance with the level of impact possible.
They’re now also relieved to have a different way of approaching the process – one they don’t burn the same level of emotional energy.
My Own Reluctance
I recognise this pattern because I’ve lived it. For most of my career, I didn’t enjoy the idea of putting myself out there. The idea of self-promotion felt awful, and being visible created a visceral reaction in my body.
But over time, I realised something uncomfortable:
If the work matters, visibility is not vanity - it’s a responsibility.
In this AI age – where we’re swamped with information – important work doesn’t get out into the world on its own.
If we want our work to be seen, heard and to make a real difference, we must own the value of our work and claim our authority.
I’ve found standing fully in my authority – and creating the right structures around me – has made everything much easier.
The Cost of Reluctant Authority
In professional environments, authority is critical to:
Move decisions
Secure funding
Win contracts
Shape direction
Accelerate meaningful change.
So we have a serious issue when the important work of great women stays under the radar.
Great work can be ignored and lesser quality work can be elevated.
When highly capable women hesitate to claim their authority and the power of the work, the system doesn’t stop. It fills the void.
The problem is that the void is often filled with louder voices - not necessarily better ones.
International Women’s Day Is a Chance to Go Deeper
As we approach International Women’s Day, much of the conversation will rightly focus on celebrating women’s achievements.
Celebration is critical.
Yet if we are serious about shifting the statistics – about seeing more women in leadership – shaping strategy, policy and direction – we must go even deeper than celebration.
We must address the structural barriers and the hidden psychological cost many women associate with authority.
Because the next level of women’s leadership will be unlocked by structural change and psychological support.
It’s Time to Undo the Double Bind - The Leadership Conversation We Need To Have
Structural barriers are a real and significant issue for women globally.
However, until we acknowledge the reluctance many capable women carry, we are only addressing part of the picture.
This is not about fixing women.
This is about meeting women where they are at – and giving them the insight, encouragement and scaffolding they need to step fully into their authority.
In my experience, reluctance is most often a sign of deep integrity.
But integrity – without visibility or authority – does not shift systems or create change.
If we genuinely want to undo the double bind and see more women shaping decisions, funding, and direction – we must talk honestly about Reluctant Authority™.
Women globally are already doing extraordinary work - every single day.
The question is whether it will be claimed.
And whether we are prepared to provide women with the structure and support for their work to be seen heard and elevated.
This may be one of the most important women’s leadership conversations of our time.
About the Author:
Jen Ramsey is the founder of The Authority Revolution™, a leadership movement redefining authority for women in high-stakes professional environments. She runs the Authority Revolution Lab - a practical leadership development program for women leaders ready to maximise their authority so they can expand their influence, income and impact.
With over 25 years’ experience across business communication, consulting and research, she advises senior leaders on aligning inner authority with visible impact. Her clients have secured more than $283 million in funding and contract wins. She speaks regularly on women’s authority, Reluctant Authority™ and high-stakes leadership in the age of AI.