Gender bias still shapes who gets promoted. This guide explains what gender, unconscious, and implicit bias look like—and how both candidates and leaders can overcome them.

Gender Bias in Promotions

Research suggests that men are evaluated for promotions differently from women because of the impact of unconscious gender bias.

A 2019 Frontiers of Psychology study found that men’s potential is valued more highly for leadership roles than performance. Whereas women’s performance is valued more highly than their potential.

Gender bias in career evaluations can stall talented women’s advancement and lead organisations to miss top leadership talent. Understanding the different types of bias and how to respond helps both sides of the table—candidates and decision-makers—make fairer, evidence-based decisions.

What Is Gender Bias?

Gender bias refers to the systematic tendency to evaluate people differently based on their gender rather than their actual skills or achievements. In the context of promotions, it can show up as:

• Assuming men are natural leaders or have higher potential
• Valuing women’s past performance but discounting their future potential
• Expecting women to “prove it twice” compared to men
  

Left unchecked, gender bias in promotions leads to under-representation of women in senior roles and lower retention of high-performing talent.

Understanding Unconscious Bias

Unconscious bias is the automatic, unintentional preference we all hold—shaped by stereotypes and past experiences. In promotion decisions, unconscious bias can make leaders more likely to “see” leadership potential in candidates who look like past leaders (often men), even when female candidates have equal or stronger credentials.

The 2019 study above highlights this: men’s potential is rated more highly; women’s performance is rated more highly. Without awareness, managers may think they’re being objective but are actually perpetuating inequity.

What Is Implicit Bias and How It Differs From Unconscious Bias

Implicit bias is closely related to unconscious bias but shows up subtly in behaviour and micro-decisions. For example:

• Giving more stretch assignments to men because they’re assumed to “handle it”
• Offering more coaching to men on presentation style while focusing on women’s “likeability”
• Using different language in performance reviews (“assertive” vs. “aggressive”)

These patterns accumulate over time, shaping who looks “ready” for promotion and who doesn’t.

Two Ways to Respond to Gender Bias in Promotions

There are two different ways to respond. One is for candidates for potential promotion, and one is for leaders who are making hiring decisions.

For Candidates — How to Make a Stronger Case for Your Promotion

When you’re raising your hand for a career opportunity or promotion:

• Ask what matters for that promotion. “What are the specific things you need to see in me? What would be evidence of that?”
• Collect that evidence. Many of us already have relevant experience, even if it’s from volunteer work.
• Document your accomplishments. Write down bullet points of what you’ve done to emphasise your past achievements and why they make you a good fit.
• Visualise your evidence (use a one-page summary or the Promotion Tool & Tracker) to make it easy for decision-makers to see your readiness.

For Leaders — How to Evaluate Candidates Fairly and Reduce Bias

When making a promotion decision:

• First compare each candidate on each element of their past experience (education, performance in specific areas).
• Then compare their potential.
• Be explicit about why you’ve made each assessment. Ask yourself, “Why do we think he’d be good at that? Because of X. Why do we think she would be good at that? Because of Y.”
• Use structured criteria or scorecards. This strategy is drawn from “What Works: Gender Equality by Design“ by Iris Bohnet.

And when we start to look at it with more specificity, while it doesn’t always 100% eliminate bias, it can reduce bias so that we’re making sure to evaluate men and women fairly and equally for the same career experience and potential.