Women remain dramatically underrepresented in the highest echelons of business and politics. Fewer than 10% of S&P 500 companies are led by female CEOs, and women hold just 26% of U.S. Senate seats. Sixteen states have never elected a woman to the Senate; 18 have never had a female governor, and no woman has ever been president.
New research published in *Psychological Science* offers a compelling explanation: women tend to wait until they have significantly more experience before seeking top leadership roles, while men often run sooner—even when they feel underprepared.
Analyzing nearly a century of political data, researchers tracked over 6,400 officials who held “feeder” roles—such as U.S. House members, lieutenant governors, state attorneys general, and secretaries of state—that often led to governorships or Senate seats. They found that men with just a few years in these positions were more likely than women to pursue higher office. But that gap vanished once women had served about eight to nine years: at that point, they were just as likely as men to run.
This wasn’t about childcare responsibilities or shifting social norms—the key factor was experience. A follow-up study with over 400 full-time professionals reinforced the pattern. When imagining applying for a new department head role after only three years on the job, women were less likely than men to throw their hats in the ring. But after twelve years, the gender gap disappeared. The reason? Confidence.
Women early in their careers often doubted their readiness, while men—even when equally inexperienced—were more willing to proceed despite uncertainty. “Men often recognize they’re not fully prepared, but they pursue the opportunity anyway,” explains Mabel Abraham, a management professor at Columbia Business School and co-author of the study.
But the answer isn’t simply telling women to “lean in” regardless of readiness. “It’s not ideal for anyone to pursue a role when they’re genuinely unprepared,” Abraham notes. Instead, she suggests a more sustainable solution: help everyone—especially women—develop an accurate, evidence-based sense of their readiness.
What Can Be Done?
For women navigating their careers, awareness is the first step. Knowing this pattern exists can itself be empowering. Abraham advises seeking candid feedback from mentors or trusted colleagues rather than self-selecting out of opportunities. Research from the Korn Ferry Institute supports this: Two-thirds of female CEOs only realized they could lead a company after someone encouraged them.
She also urges women to “track those wins” along the way. Documenting accomplishments not only builds self-awareness but ensures contributions don’t go unnoticed.
For organizations, the solution lies in proactive inclusion. Leaders should consider all qualified candidates for advancement opportunities and allow them to opt out—not require them to opt in. Additionally, creating low-risk, high-learning leadership experiences—like short-term project leads or cross-functional initiatives—can help build both skills and confidence without the pressure of a formal promotion.
Ultimately, the research points to a clear path forward: experience fuels confidence, and confidence drives ambition. By intentionally creating opportunities for women to gain both, we can begin to close the leadership gap—at the top of corporations, in Congress, and beyond.