The journey of a new female CEO: Navigating confidence, conflict, and gender differences

While many men in leadership roles exude confidence from the start, female CEOs often face imposter syndrome, gender biases, and the conflict of balancing vulnerability with authority.

According to a KPMG Women’s Leadership Study, 75% of executive women have experienced imposter syndrome at some point in their careers, a significantly higher percentage than their male peers​. This internal battle often leads to hesitation, second-guessing decisions, and the need to constantly prove themselves.

Why female CEOs face unique challenges

Research shows that women are more likely to experience imposter syndrome—a psychological pattern where an individual doubts their achievements despite evident success. A study published in Psychology Today found that approximately 70% of people experience imposter syndrome at some point in their lives, but it’s particularly common among high-achieving women.

Additionally, Catalyst  research shows that women are more often judged by their potential rather than performance, unlike men, who are more frequently evaluated based on past achievements. This need for constant validation makes it harder for many women to internalise their successes.

Many of the female CEOs I work with – leading a variety of organisations, from a mid-sized tech company to a major financial institution, an international PR firm, a recruitment industry leader, and a global import and distribution company – despite their remarkable achievements, often struggle with a pervasive sense of not belonging at the executive level. This feeling mirrors the experiences shared by high-profile leaders such as Facebook COO Sheryl Sandberg, who has openly discussed her own battles with imposter syndrome in her book Lean In. Sandberg’s story, like those of these accomplished CEOs, reflects a broader challenge faced by women in leadership who, despite their success, still contend with self-doubt and the pressure to continuously prove their worth.

The conflict: Vulnerability vs. authority

One of the significant challenges for new female CEOs is finding the balance between vulnerability and authority. While men can often lead assertively with minimal pushback, research shows that assertive women in leadership roles are frequently penalised. For example, a study by Victoria L Brescoll of Yale University in Association of Psychological Science found that assertive women are often judged more harshly than men displaying similar behaviour​. This double bind, where women must be both competent and likable, creates an additional leadership challenge.

Brené Brown’s TED Talk, The Power of Vulnerability, offers an insightful approach to this issue. Brown argues that vulnerability is a powerful tool in leadership, not a weakness. For female CEOs, embracing vulnerability can help build stronger, more authentic relationships with their teams, showing that leadership isn’t about having all the answers, but about facing uncertainty with courage.

The gender confidence gap

The confidence gap between men and women in leadership is well-documented. Harvard Business Review research shows that men will apply for roles when they meet only 60% of the qualifications, while women generally apply only when they meet 100% of the criteria​.

“We find that women are less likely than men to view themselves as ready for leadership roles, even when their qualifications are on par. This contributes to the persistence of the leadership gap.”
– Shelley Correll, cited in McKinsey’s Women in the Workplace.

This hesitancy to take risks can result in missed opportunities. McKinsey & Company found that women tend to be more self-critical of their performance, which widens the confidence gap​ and impacts on their willingness to apply for promotions, which ultimately affects long-term career growth.

For new female CEOs, this gap can lead to hesitation when making bold decisions early on. Amy Cuddy’s TED Talk, Your Body Language Shapes Who You Are, provides a practical solution. Cuddy explains how adopting “power poses” for just two minutes before high-pressure situations can boost confidence and help project a stronger presence in leadership settings.

Building confidence and setting priorities

For women stepping into CEO roles, addressing imposter syndrome while setting the right priorities is essential. Tools like The First 90 Days from Michael Watkins provide a structured framework that helps new CEOs hit the ground running. This plan emphasises key steps such as building relationships with stakeholders, securing early wins, and setting a clear strategic vision—critical areas where confidence-building meets practical action.

Brittany Packnett Cunningham’s TED Talk, How to Build Your Confidence – and Spark It in Others, emphasises that confidence is a skill that can be cultivated. She encourages female leaders to acknowledge their successes, reframe negative thoughts, and empower others as a way to build lasting confidence​.

What men can learn and do

Male leaders can play a critical role in supporting female CEOs by acknowledging the unique challenges women face and actively advocating for their success. Whether it’s offering mentorship, creating space for women to speak in meetings, or understanding the additional emotional labour that women often bear, men can be vital allies in bridging the confidence gap. McKinsey & Co offer further insights as to how companies can help to mobilise women into leadership roles.

Are you feeling like an imposter?

As you’ve been reading, have you caught yourself thinking, “I’m the imposter in the room”? If so, you’re not alone. To explore whether this resonates with you personally, take the Imposter Test developed by Dr. Pauline Rose Clance, who first identified the Impostor Phenomenon in her work The Imposter Phenomenon in High Achieving Women: Dynamics and Therapeutic Intervention.

Personally, I scored high on the test and can attest to how deeply this phenomenon has influenced every aspect of my life. Fortunately, through my work, I’ve learned to challenge these thoughts and regularly check in with myself – sometimes minute by minute.

Final thoughts

In my view, new female CEOs face harder paths to success, not just because of imposter syndrome, but also due to the societal norms and external biases that can shape how they are perceived and how they perceive themselves.

Balancing authority with vulnerability is more complex for women, who often face higher scrutiny and conflicting expectations. Yet, by leaning into their networks, seeking guidance from mentors, and supporting one another through coaching and shared experiences, women can push past these barriers. It’s through this collective strength, bolstered by confidence-building strategies and the support of other female leaders, that they can excel.

Leadership is not about erasing doubt; it’s about rising above it – by recognising their worth, fostering resilience, and leaning on the power of their community to help them thrive and lead authentically.

~ Female leaders: what challenges have you faced in your leadership journey, and how have you navigated them?

~ Male leaders: how can you actively support and empower the women in your network to overcome these barriers?