Do we trust women leaders?

Early Reflections on the Election: What It Reveals About Trust in Women Leaders

The election results are still fresh, and I find myself reflecting on what they mean for leadership in the workplace and in our society at large. This year’s election felt like more than just a political moment—it was a reminder of the bias that still surrounds who we believe deserves to lead. And I can’t help but wonder: Why are we so willing to trust flawed men over highly qualified women?

This isn’t just about politics. It’s a pattern I see reflected in business, too. Despite all the progress we’ve made, the implicit trust placed in men to lead—regardless of their qualifications—often outweighs the trust we place in women, even those with extensive experience. And here’s the hardest part: it’s not just men who hold these biases. Many women, too, seem hesitant to place full confidence in other women, as though we’re still seeing leadership as a “boys’ club.”

I thought we’d have made more progress in my lifetime. Yet it seems my own generation hasn’t moved the needle much farther than the last. Generations of exclusion have made this “club” a comfortable norm for some, even if it limits growth, hinders innovation, and subtly chips away at our own self-esteem. This is an uncomfortable reality, but it’s essential to address if we’re serious about building workplaces that reflect true equity and inclusion.

The Trust Gap for Women Leaders and Founders

The numbers tell the story. While women start businesses at nearly the same rate as men, they receive only a fraction of the investment capital. In 2023, startups founded solely by women received just 2.1% of all venture capital funding in the U.S., while those with mixed-gender founding teams did slightly better with 16% of total funding. This disparity isn’t about a lack of capability. It reflects the same trust gap we see in elections: we’re still hesitant to place confidence in women to lead.

And it doesn’t stop there. In corporate America, women occupy less than 25% of executive roles in major U.S. companies, with women of color holding an even smaller share. This lack of representation isn’t just unfair; it’s bad for business. Research consistently shows that companies with diverse leadership are more likely to outperform their peers. Yet we keep women out, sidelining valuable perspectives that could lead to more effective strategies and stronger cultures.

The Impact of Internalized Misogyny

For many women, a subconscious bias against other women in leadership still exists—a lingering effect of decades of exclusion from those spaces. It’s as if we’ve internalized the narrative that men are somehow “better suited” to lead, even when we know it isn’t true. This internalized misogyny is damaging, not just to our self-worth but to our ability to uplift each other and push for real change. When we hesitate to support each other, we’re reinforcing the very structures that keep us from reaching our full potential.

If we’re to break this cycle, we need to confront these biases in others and within ourselves. Building confidence in women leaders starts with showing up for each other and challenging the idea that leadership is inherently masculine. This isn’t just about fairness—it’s about realizing that true progress comes when we stand behind each other.

Why This Matters for the Future of Leadership

Trust is foundational to effective leadership. When we trust leaders, we rally around shared goals, welcome new ideas, and create spaces where people feel valued. But when we’re slow to trust certain groups—especially women and women of color—we’re not only limiting those individuals; we’re holding back the growth potential of our organizations.

The biases that keep women from advancing aren’t always explicit, but they’re deeply ingrained. They show up in the lack of women in executive roles, in the minimal funding for female-founded startups, and in the expectation that women must work twice as hard to prove themselves. When we stop letting these biases dictate our decisions, we can create workplaces where leadership is based on ability, not outdated stereotypes.

Sitting with This

Right now, I find myself sitting with more questions than answers. I look around and wonder if anything has really changed or if these biases are just as entrenched as they were a generation ago. The progress I thought we’d make in my lifetime isn’t here—not really. It’s one thing to see numbers about representation or funding; it’s another to feel that change is real and lasting. I’m not sure we’re there yet.

It’s a strange, unsettling feeling to recognize that maybe we’re still stuck in the same patterns. I’d like to say I believe the next generation will break free, that things will be different. But today, I’m not so certain. The work ahead feels heavier, the gaps wider.

So, for now, I’ll keep observing, questioning, and hoping to see something shift. Maybe there’s progress being made in ways I can’t see yet. Or maybe it’ll take longer than any of us would like to get there. But today, I’m left wondering if trust, real trust in women leaders, is still just a hope on the horizon.