A recent study published in the Harvard Business Review offers a data-driven answer to a question that has long been shaped more by perception than by fact: Are women as effective as men in leadership roles?

Before unpacking the findings, it’s worth taking stock of the broader landscape. More than half of the U.S. population is female. Yet, in the centuries since George Washington took office, no woman has ever been elected president. Women currently lead only about 5 percent of Fortune 500 companies and earn, on average, just 78 cents for every dollar earned by men in full-time roles. Although more women than men attend college in the United States, women remain vastly underrepresented in senior leadership. Meanwhile, one in three women between the ages of 18 and 34 reports having been sexually harassed at work—a sobering reminder of the systemic barriers that still shape women’s professional experiences.

For decades, researchers have tried to understand not just the numbers but the attitudes that reinforce them. One study of 296 corporate leaders found that men often perceive women as “less adept at problem-solving” and “better at care-taking,” while viewing themselves as more capable of “taking charge” and “delegating responsibility.” These stereotypes have proved remarkably resilient, shaping hiring decisions, performance evaluations, and promotion outcomes—despite little evidence to support them.

That evidence, in fact, increasingly points the other way. The Harvard Business Review study evaluated 7,280 leaders on 16 key competencies identified over 30 years of research as the most accurate measures of leadership effectiveness. The results were striking: Women were rated more effective than men in 15 out of 16 competencies. The only area where men slightly outscored women—by a mere two percentage points—was “strategic perspective.”

In every other category, women led the way. They outperformed men most significantly in “taking initiative” and “driving for results,” traits traditionally viewed as masculine strengths. Women also scored higher on “displaying integrity and honesty,” “inspiring and motivating others,” and “building relationships.” Moreover, the higher the leadership level, the greater the gap in women’s favor.

These findings should finally dispel the notion that leadership is inherently a male domain. Women aren’t just equally capable—they are, on measurable terms, often more effective.

Of course, this isn’t an argument against men. It’s a call for self-awareness and change. Many men who hold leadership positions may not consciously discriminate or cling to outdated ideas about gender, yet they can still perpetuate bias in subtle, cumulative ways. Recognizing these patterns is the first step toward dismantling them.

Men in leadership roles can start by doing five simple things:

1. Reject the illusion of superiority. Denying women equal opportunities or pay doesn’t make men more powerful—it only exposes insecurity and stifles potential across the organization.

2. Amplify women’s voices. Research shows men interrupt more frequently in meetings. True leadership means creating space for everyone to contribute.

3. Critique ideas, not identities. Disagreement is healthy. Dismissing a suggestion because it came from a woman is not.

4. Distinguish confidence from competence. Men often speak first and with greater certainty, but speed and volume are not indicators of insight.

5. Abandon fear. Women’s success is not a threat—it’s a reflection of shared progress and a stronger workplace.

For parents, this research also offers a lesson worth passing on. Tell your sons what the data shows—that effective leadership has no gender. Tell your daughters that the evidence is on their side.

Because if leadership is about integrity, initiative, and inspiring others, the question isn’t whether women can lead. It’s why, after so much proof that they already do, the world still hesitates to follow.