Do not blame ‘queen bees’ for gender inequality in academia

Abstract

Women in academia face a double bind. To be successful, they must embrace a highly competitive and individualistic work culture, and turn a blind eye to the systemic disparities that have historically disadvantaged them^1,2. Yet, at the same time, women academics are expected to pave the way for gender equality by actively helping other women to achieve their goals³.

The ‘queen bee phenomenon’ (QBP) describes the behaviour of some women in organizations dominated by men, who — rather than challenging the status quo — make deliberate efforts to fit in⁴. Although representation of women in academia has increased in the past decades, recent research shows that the QBP remains just as prevalent and visible as it was 15 years ago⁵. The persistence of the QBP is not surprising — academia remains a prime example of an organization in which men are the default. Women academics receive less recognition, support and resources (for example, research funding, salary and promotions)⁶. Moreover, behaviours associated with men and masculinity (for example, competition and self-promotion) are rewarded over behaviours associated with women and femininity (for example, teamwork and mentoring)⁷. Although all are expected to play by these masculine rules, women must also defy gender stereotypes that depict them as less competitive, driven and brilliant than men⁸ and demonstrate that they do not fit the stereotype — that, unlike other women, they have what it takes to be successful.