By Robyn Vincent, guest writer. 

Many of us learn that if we want to be taken seriously, we as women have to become Superwoman: endlessly capable, always available, emotionally  contained, and quietly exhausted. 

It works… up to a point. But the power that got women into the room is not the power that will sustain us there. 

•  Companies with at least 30% female leaders had a minimum of 15% higher innovation revenue (McKinsey, Diversity Wins, 2020)
•  Companies with most women on the board financially outperform  those with the lowest by 66% (Catalyst, 2011)
•  Companies with high gender diversity on executive teams are 25%  more likely to have above average profitability. (McKinsey, Diversity Wins, 2020)

The latest report from does not make comfortable reading.  

Key Findings from McKinsey's Reports 

•  The "Broken Rung": A significant finding is that the primary obstacle women face is the initial step up to the manager level. For every 100  men promoted to manager, approximately 81 women are promoted,  creating a gap that hinders progress at senior levels. This disparity is  even more pronounced for women of colour. 
•  Underrepresentation at Senior Levels: Despite some progress, women  remain significantly underrepresented in senior leadership positions,  including C-suite roles. 
•  Correlation with Performance: "Women Matter" studies have shown a  positive link between a higher representation of women in top  management and improved company performance and profitability. See above figures. 
•  Leadership Behaviours: Research suggests that leadership behaviours  more often displayed by women (setting expectations,  inspiring others, and prioritising employee well-being) are particularly valuable during crises and are associated with stronger organisational  performance.
•  Burnout and Attrition: Women in leadership experience higher rates of  burnout compared to men and are leaving their companies in  significant numbers, demanding better work environments. This "Great  Breakup" threatens the pipeline of future female leaders. 
• Ongoing Barriers: Subtle biases, microaggressions, and a lack of formal recognition for diversity, equity, and inclusion (DEI) work - which is often disproportionately undertaken by women - continue to present major challenges. 

Recommendations for Improvement 

The reports propose several key strategies for organisations to achieve gender parity: 

• Measure and Address Disparities: Utilise data to track recruitment, promotion, and attrition to identify issues and hold leaders accountable. 

• Eradicate Bias: Actively work to eliminate microaggressions and biases  in performance evaluations and promotions. 
• Optimise Flexible Work: Implement clear and equitable policies for  flexible and hybrid work that do not disadvantage employees,  especially women, who use them. 
• Support Managers: Provide training and resources to managers to  cultivate inclusive cultures and support employee well-being. 
• Invest in the Pipeline: Offer targeted mentorship and sponsorship  opportunities, particularly for women of colour, to ensure a robust  pipeline of candidates for senior roles. 

Women today have more access to leadership and opportunity than ever before, yet burnout, stress, and dissatisfaction are rising. Women are more  likely than men to experience chronic job stress and mental health  challenges. Many are burning out before mid-career. And across age, class, motherhood status, and employment, women report being less happy than previous generations. 

The Problem With “Power Over” 

For decades, leadership has rewarded a narrow expression of power: control, domination, speed, certainty. These are traditionally masculine-coded traits, and they absolutely have value. Focus matters. Structure matters.  Decisiveness matters. 

But when this becomes the only acceptable way to lead, women often feel forced to override their bodies, instincts, and limits in order to succeed. 

This is why Superwoman thrives, and why women deplete themselves. 

Enter Soft Power (And No, It’s Not What You Think) 

Soft power is often misunderstood as weakness, politeness, or passivity. In  reality, it is one of the most sophisticated and effective forms of leadership  power. 

Soft power is: 

•  emotionally intelligent 
•  relational rather than transactional 
•  intuitive and strategic 
•  collaborative, not coercive 
•  sustainable, not extractive 

It’s the kind of power that builds trust, loyalty, innovation, and long-term  results. 

This isn’t about rejecting the masculine. We need both. 

The masculine builds towers: focus, structure, ambition, protection. The feminine builds platforms: connection, meaning, creativity, care. 

Enduring leadership requires both working together. 

Reclaiming Feminine Leadership Energy 

One way to understand feminine soft power is through archetypal leadership  energies we all have access to. These archetypes and their definitions are  taken directly from One Of Many © whose CEO is Dr Joanna Martin.  

• The Queen holds vision, sets direction, and allows others to serve  without guilt. 
• The Warrioress protects boundaries and fights for what matters.
• The Mother nurtures people while teaching independence.
• The Lover brings creativity, vitality, and magnetism. 
• The Sorceress trusts intuition, innovation, and possibility. 

When these energies are denied or distorted, we see familiar patterns  emerge: burnout, martyrdom, control, self-doubt, or emotional shutdown.

Leadership That Works With the Body 

Perhaps one of the most radical acts in leadership today is this: working with your energy instead of against it. 

Women are cyclical by nature, yet expected to perform as if we are  endlessly linear. When we learn to respect these cycles (energy, creativity, and decision-making), we move from depletion to intelligence. It’s ROI. 

A Different Question About Success 

At the heart of this conversation is a deeper question: 

Whose definition of success are you living by? 

Many of our ideas about achievement come from parents, peers, culture,  media, or our inner critic. Few are consciously chosen. 

Soft power invites us to pause and ask: 

What do I need to thrive? 

What kind of leader do I want to be now? 

The Way Forward 

The future of leadership is not women becoming more like men. Soft power isn’t the alternative to “real” power. 

It’s about integration. It’s women trusting their bodies, protecting their energy, and leading from connection rather than exhaustion. 

Soft power is the next step. 

Robyn Vincent 
With over a decade of dedicated experience in educational leadership, I currently serve as the Executive Headteacher at The Outdoors School, a role I've held for more than 6 years. My core competencies lie in training and developing educators to foster an environment of growth and learning. At the heart of my mission is the belief that every child deserves innovative education, which I champion through hands-on, outdoor learning experiences. Our team at The Outdoors Group, where I also lead as Executive Headteacher, shares this vision, working tirelessly to align with the organisation's values and culture. Thanks to a robust background in staff training and development, we've cultivated a thriving community committed to educational excellence based on a Metacognitive and Constructivist model. My role as a Women’s Leadership Coach is my other passion, actively supported by The Outdoors Group and I value my association with WCorp.
https://www.theoutdoorsschool.co.uk/