“Mother Hen Syndrome” In Female Mid-Level Leaders

Through my work leading the Aspiring Women Leaders Program, combined with my own leadership journey and extensive experience coaching and mentoring women in leadership roles, I’ve identified a recurring theme: many highly capable and driven women excel in mid-level management but face significant challenges when transitioning to senior leadership. These women consistently demonstrate exceptional dedication—pouring their energy into their teams, delivering results on critical projects, and balancing demanding personal responsibilities. Yet, this very commitment often comes at the expense of their own career advancement and health. One story, in particular, encapsulates this dynamic. 

It was 8:45 PM, and Anna was still at her desk. Her team had just delivered a major project ahead of schedule, and she was meticulously reviewing every detail to ensure nothing was overlooked. As she scrolled through the final report, her phone buzzed. As she reached for her phone, she saw a reminder about her daughter’s school parent-teacher meeting she’d missed that morning. Guilt washed over her. She had promised to her daughter, Emily, that she be there. Then came a last-minute client call — and work won again.  

Anna was the kind of leader who prided herself on being there for her team – answering every question, solving every problem, and ensuring everyone felt supported. Her colleagues called her the “Mother Hen” of the department, and her boss often praised her for her dedication. However, as she sat there, exhausted and torn between work and family, she couldn’t shake the feeling that something was missing. Despite her hard work, she felt stuck. Promotions seemed to go to others who were less involved in the day-to-day but had more visibility with senior leadership. She wondered, what am I doing wrong? 

Anna’s story is one I’ve seen play out time and again. We often talk about women’s advancement to senior leadership as a battle to break the “glass ceiling.” And while there are many forces at play, one pattern I keep seeing in mid-level management quietly contributes to that barrier above. I call it the Mother Hen Syndrome — and it can hold women back just when they’re ready to rise. 

The “Mother Hen Syndrome” describes the tendency for women to focus so deeply on nurturing their organizations and perfecting the details (looking down) that they inadvertently neglect their own career development (looking up). Although the results these female leaders deliver are excellent, they come at the cost of longer hours, micro-managing and burnout. Organizations would be better served by these women if they shifted their focus to more strategic thinking, empower their direct reports and stakeholders and delivering decision-quality work. Add to this, the often disproportionate share of family responsibilities, and it’s easy to see why many women struggle to make the leap to senior leadership. 

As women, many of us naturally bring to our roles (i) empathy, (ii) attention to detail, and (iii) commitment to technical excellence. These qualities help us excel in mid-level management, where hands-on leadership and team support are critical. However, as we climb the ladder, the expectations shift. Senior leadership demands strategic thinking, vision, and the ability to influence at a broader organizational level.  

WHY DOES THIS HAPPEN? 

1. 1. Empathy as a Double-Edged Sword: While empathy is a strength, it can lead to over-investment in team dynamics and day-to-day operations, leaving little time for big-picture thinking.
   2. Perfectionism: Many women feel the need to prove themselves by excelling in every task, which can trap them in operational roles rather than strategic ones.
   3. Lack of Career Planning: Without intentional career planning, it’s easy to get caught in the “doing” rather than the “leading.”
   4. Family Responsibilities: The mental and emotional load of managing family life often leaves little bandwidth for networking, mentorship, or personal development.

HOW CAN WE OVERCOME IT? 

Phase I: Create space for strategic career design 

1. 1. Prioritize Self-Development: Attend leadership programs, read widely, and seek feedback to refine your leadership style.
   2. Delegate and Empower: Trust your team to handle the details. Delegating not only frees up your time, it also empowers others to grow.
   3. Challenge Perfectionism: Improve your decision-making to get clear on deliverables. Recognize that perfectionism often hides a desire to please others. Focus on impact — not approval — and know when “good enough” is enough.

Phase II: Strategic career design

1. 1. Build a Career Roadmap: Work with a mentor or coach to design a clear career path. Identify the skills and experiences you need to reach the next level.
   2. Invest in Strategic Thinking: Dedicate time to understand the broader business landscape. Seek out projects and roles that require strategic decision-making.
   3. Network Intentionally: Build relationships with senior leaders and peers who can offer guidance, sponsorship, and opportunities.

A CALL TO ACTION 

For organizations, addressing the “Mother Hen Syndrome” means creating environments where women can more effectively contribute to business and thrive in their personal growth. This includes offering leadership development programs, flexible work arrangements, and mentorship opportunities. It also means challenging biases that equate leadership with traditionally masculine traits and recognizing the value of empathy and collaboration. 

For women, it’s about striking a balance. We don’t have to abandon the qualities that make us great leaders – our empathy, attention to detail, and dedication, but we do need to complement these with strategic thinking, self-advocacy, and a clear vision for our careers. 

The path to senior leadership isn’t just about breaking barriers; it’s about building bridges. By addressing the “Mother Hen Syndrome,” we can close the “broken rung” and create a more inclusive and effective leadership pipeline. 

What are your thoughts? Have you experienced or observed this syndrome in your career? Let’s start a conversation. 

The insight was written by Dr. Anita Csoma, Managing Faculty and Head of Innovation and Program Design at SEED Executive School.