The corporate marketing world thrives on innovation, strategic thinking, and creative execution. Yet, beneath the surface of campaign launches and data-driven decisions lies an unspoken reality: the expectations placed on women in the industry differ starkly from those placed on men.
While both men and women encounter workplace challenges, women in marketing—and the corporate world in general—often find themselves under an invisible microscope, where their decisions, leadership styles, and even their presence are scrutinized more harshly. Why does this happen, and what can be done to change it?
The “Likeability” Trap: A Balancing Act for Women
One of the biggest pressures women face in corporate marketing is the need to walk a fine line between competence and likeability. Studies consistently show that when men display confidence and assertiveness in leadership roles, they are seen as strong and decisive. However, when women exhibit the same traits, they are often labeled as aggressive, difficult, or unapproachable.
This double bind forces women into a constant state of self-regulation:
- Be assertive, but not too assertive.
- Take charge, but don’t come across as bossy.
- Be confident, but stay warm and approachable.
These contradictory expectations require women to put additional emotional effort into managing how they are perceived, often leading to higher levels of stress and burnout compared to their male counterparts.
Critique Culture: Why Men Get More Slack
In marketing, where strategic risks and creative thinking are essential, men are often given more room to fail without facing long-term consequences. If a male marketing director launches a campaign that flops, it is often seen as a learning experience or an industry challenge. If a woman in the same role makes a similar mistake, she is more likely to face harsher criticism and long-term career consequences.
- Men are judged on potential; women are judged on performance. Research shows that men are often promoted based on their perceived ability to grow into a role, while women must already have proven success before they are considered.
- Men’s failures are seen as circumstantial; women’s failures are personal. If a marketing initiative fails, a male leader might be seen as “taking a bold risk,” while a female leader might be seen as “not cut out for leadership.”
- Appearance bias still exists. Women in leadership face scrutiny not just for their work but also for their appearance, tone of voice, and demeanor—factors that rarely influence how male executives are evaluated.
These biases create an uneven playing field, where women must work twice as hard to achieve the same level of recognition and respect.
Why Marketing Feels Different: The “Soft Skills” Dilemma
Marketing is often seen as a people-focused industry, requiring emotional intelligence, relationship-building, and communication skills. These are frequently labeled as “soft skills,” a term that often undervalues their importance.
Because these skills align with traditional gender stereotypes about women being nurturing and empathetic, there is an implicit expectation that women should naturally excel at them without needing recognition. Meanwhile, when men demonstrate these same skills, they are often praised for being exceptional leaders.
This contributes to the perception that:
- Women’s marketing leadership is expected, not exceptional.
- Men’s marketing leadership is innovative and visionary.
As a result, women frequently have to prove their strategic acumen, while men benefit from an assumed level of authority.
What Needs to Change?
While progress is being made, change is slow. Corporate marketing teams must take a proactive approach to dismantling gender biases and creating a more equitable work culture. Here are a few ways to start:
- Challenge the language used to describe leadership. Are women being labeled as “bossy” while men are called “assertive”? Are women seen as “emotional” while men are considered “passionate”? These biases should be called out and corrected.
- Make space for women’s leadership styles. Not every great leader looks the same, and diversity in leadership styles leads to stronger marketing outcomes.
- Rethink mentorship and sponsorship opportunities. Women benefit greatly from career advocates who actively support their professional growth rather than just offering advice.
- Judge employees equally. Failure should be seen as part of growth for everyone, not as a career-ending mistake for some while a learning experience for others.
Marketing is all about storytelling, connection, and influence. If the industry wants to truly champion these values, it must start by rewriting the story of who gets to lead, who gets to fail, and who gets to thrive.
