Toxic Leadership and Women at Work: Why the Impact Is Not Equal
- Dr. Laura Hambley Lovett
- 2 days ago
- 4 min read
As we get closer to International Women’s Day, I feel compelled to share a less comfortable reality that continues to surface in my research and in my work with clients across North America: women are disproportionately impacted by toxic leadership at work.
Let me be clear: toxic leadership is not gender-specific. Anyone can work for a toxic boss, and anyone can display toxic behavior. My research and experience points to the fact that a female leader is just as likely to be a toxic boss as a male; yet with more males in leadership there are more male toxic bosses. But the impact is not evenly distributed. Women experience toxic workplace cultures more frequently, more intensely, and with longer-lasting consequences.
Our research defines toxic leadership as ongoing covert and/or overt behaviors that undermine employees’ engagement, productivity, and well-being. This includes patterns such as manipulation, disrespect, harassment, exclusion, abuse of power, and psychological harm. Importantly, a “toxic leader” is not a fixed identity but instead consists of behavioral patterns that create damage over time.
The data is hard to ignore. Eighty-seven percent of professionals report having worked for at least one toxic boss during their careers [1]. But women are 41% more likely than men to report working in toxic workplace cultures [1]. They also report significantly higher rates of workplace harassment, including inappropriate sexualized behavior (44% vs. 29%), discriminatory behavior (20% vs. 9%), and sexual assault (13% vs. 3%) [2].
One of the most telling findings from this research is that the toxic culture gap does not shrink with seniority. In fact, it grows. Women in C-suite roles were 53% more likely than their male counterparts to report toxic experiences [1]. Leadership status does not insulate women from toxicity—and in some cases, it may expose them to more of it.
So why does toxic leadership hit women harder?
The answer lies in how toxic behaviors intersect with existing power dynamics. Women are more likely to experience disrespect from managers, which research consistently shows is the strongest predictor of how employees rate their organizations [1]. Women also report higher exposure to nearly every element of toxic culture, including lack of gender equity and disrespectful leadership, and these experiences accumulate.
Over time, the impact is profound. Women working under toxic bosses often report decreased confidence, self-esteem, motivation, and engagement. Many feel stuck or helpless, experience dread about going to work, and emotionally detach as a way to cope. What begins as a leadership issue becomes an internal one, with women questioning their competence, commitment, or ambition—rather than the system that’s harming them.
This is why naming toxic boss behavior matters. When we frame the issue accurately, we stop individualizing a structural problem. And when we stop blaming ourselves, we can begin to protect our well-being, make informed career decisions, and demand better leadership.
On International Women’s Day, progress means acknowledging where systems are still failing women—and committing to leadership cultures that are respectful, accountable, and human-centric. Toxic leadership is not a rite of passage, and must not be tolerated. Addressing it is essential to building workplaces where women can thrive, not just survive.
If you’re working for a toxic boss—or still carrying the impact of one—you’re not alone, and it’s not your fault. My International Amazon Bestselling book I Wish I’d Quit Sooner offers clear, practical strategies for recognizing toxic leadership, protecting your confidence while you’re still employed, and navigating your next steps with clarity and self-trust.
References:
1. Sull, D., & Sull, C. (2023). The toxic culture gap shows companies are failing women. MIT Sloan Management Review. https://sloanreview.mit.edu/article/the-toxic-culture-gap-shows-companies-are-failing-women/
2. Statistics Canada. (2024, February 12). Gender results framework: A new data table on workplace harassment. https://www150.statcan.gc.ca/n1/daily-quotidien/240212/dq240212a-eng.htm
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Dr. Laura Hambley is a thought leader on Career and Workplace Psychology, passionate about career development. She founded Canada Career Counselling in 2009, however has specialized in career development since 1999 through her Master’s research and counselling in different settings, including outplacement and career transition firms in Alberta.
Dr. Laura learned early on that effective career planning enhances wellbeing, confidence, and clarity in one’s work and life. Combining the expertise of Psychology with Career Counselling is what she sought to do as she founded and evolved Canada Career Counselling from Calgary to Toronto, Victoria, and Halifax, providing Career Counselling and Career Coaching to thousands of clients over many years.
Dr. Laura enjoys her work as a Career Counsellor and Career Coach to professionals who are in mid- or senior stages of their career, helping them navigate complex career decisions and pivots. Her extensive experience as an Industrial/Organizational Psychologist, enables her to understand and address the challenges faced by individuals, leaders, teams, and organizational cultures. Having consulted to a wide range of organizations since the late 1990s, and becoming a future of work thought leader, has enabled her to help individuals and organizations navigate the latest trends impacting today’s organizations.
Dr. Laura fulfilled her dream of having her own podcast in 2020, called Where Work Meets Life™, where she interviews experts globally on topics around career fulfillment and thriving humans and organizations. She is a sought-after keynote speaker for organizations, associations, conferences, and events.
In addition to her Master’s in Counselling Psychology (1999), Laura holds a Ph.D. in Industrial/Organizational Psychology (2005) from the University of Calgary. She is a Registered Psychologist with the College of Alberta Psychologists, as well as a member of the Psychologists’ Association of Alberta and the Society of Human Resource Management (SHRM). She also contributes to teaching, supervision, and research as an Adjunct Professor of Psychology at the University of Calgary.
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