Women’s support networks grow stronger in collaborative workplace cultures.

Scarcity of leadership roles can intensify competition among women.

Research links the Queen Bee dynamic to structural workplace pressures.

In many workplaces and professional communities, women often notice a contrast: Some women actively mentor, advocate for, and amplify other women’s work. Others appear distant, competitive, or even dismissive toward female peers. While these experiences can feel personal, psychological research suggests that these patterns are often shaped less by personality and more by the social and organisational environments in which women work.

When Women Lift Other Women

Supportive networks among women—through mentorship, sponsorship, and professional advocacy—can play an important role in career development. Research shows that informal networking and relationship-building can significantly influence professional opportunities and advancement. However, these networks have historically been easier for men to access, which contributes to persistent gender gaps in promotion and visibility (Cullen & Perez-Truglia, 2023).

When women actively support one another by sharing information, recommending colleagues for opportunities, and amplifying achievements, they help counterbalance these structural disadvantages. These behaviours reflect what psychologists often describe as prosocial leadership—using one’s position or influence to help others succeed.

Supportive networks also benefit organisations. When colleagues mentor and advocate for one another, workplaces tend to experience stronger collaboration, greater trust, and better knowledge sharing.

When Women Distance Themselves

At the same time, some women report encountering female colleagues who appear less supportive or more competitive toward other women. Researchers have explored this dynamic through what is sometimes called the Queen Bee phenomenon, in which some successful women distance themselves from other women in professional settings.

Research suggests that this behaviour may not reflect hostility toward other women but rather adaptation to competitive environments. In settings where women are underrepresented or where leadership opportunities are limited, individuals may feel pressure to emphasise their uniqueness or align with dominant workplace norms (Faniko, Ellemers, & Derks, 2016).

At the same time, gender bias can persist even in professions where women appear numerically well represented. Studies show that when people believe gender inequality has already been solved, they may overlook ongoing biases that continue to shape workplace dynamics (Begeny et al., 2020).

These contrasting experiences highlight an important psychological principle: Context shapes behaviour. When organisations foster inclusive cultures, mentorship structures, and fair opportunities for advancement, collaboration tends to grow naturally. When environments signal that opportunities are scarce or highly competitive, rivalry can increase.

The difference between women who lift others up and those who do not may therefore say less about individual character and more about the cultures and systems surrounding them. Understanding this shifts the conversation away from blaming individuals and toward examining how workplace structures shape professional relationships.

Cullen, Zoë, and Ricardo Perez-Truglia. 2023. "The Old Boys' Club: Schmoozing and the Gender Gap." American Economic Review 113 (7): 1703–40.DOI: 10.1257/aer.20210863

C. T. Begeny et al., In some professions, women have become well represented, yet gender bias persists—Perpetuated by those who think it is not happening.Sci. Adv.6,eaba7814(2020).DOI:10.1126/sciadv.aba7814

Faniko, K., Ellemers, N., & Derks, B. (2016). Queen Bees and Alpha Males: Are successful women more competitive than successful men? European Journal of Social Psychology, 46(7), 903–913. doi.org/10.1002/ejsp.2198

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