“My boss doesn’t empower me to leverage my strengths; it's a lot of micro management and second-guessing my decisions. It feels like my voice and leadership capacity is not valued.”

This is just one of many comments from women about what is hindering their ability to thrive at work. When we discuss women's challenges in the workplace, the conversation often focuses on systemic barriers like unequal access to opportunities or organizational cultures that reward long hours instead of outcomes.
 

But what if some of the most significant obstacles are much closer to home? What if the roadblocks to thriving at work are found within women’s own teams?

Our latest research on thriving reveals that when we ask women, “What gets in the way of your ability to thrive at work,” the biggest barriers include poor communication, lack of transparency, and ineffective leadership. They also cite internal factors like self-doubt and fear of failure. The message is clear—the call is coming from inside the house!

A key finding from our prior research is that respondents define thriving at work as feeling they are making a positive contribution, having the opportunity to learn and grow, and being valued and recognized. The benefits for individuals include increased confidence, greater engagement, higher levels of happiness, and a deeper sense of inspiration. We also established that thriving creates significant benefits for the organization as well. According to our respondents, when they feel they are thriving at work, they are more productive, more likely to go “above and beyond,” and more effective. They also report being more able to do their best work.

When women feel valued and supported, they stay longer, reducing costly turnover. A report by Deloitte examines the impact of supportive workplace cultures on women's engagement and retention and finds that 63% of women who work in inclusive and supportive workplaces say they plan to stay at their company for more than three years. In an economy increasingly reliant on knowledge work and collaboration - a truth recently included in the 2025 World Economic Forum Future of Jobs Report, these factors can be the difference between a struggling organization and a thriving one. And when you consider that these benefits likely hold for men as well, the impact is even greater.

While women thriving in the workplace has a huge positive impact on teams and individuals, our research shows that we have significant room for improvement. In fact, our most recent Thrive Index, which measures the level of thriving among women leaders in the workforce, stands at only 3.2, on a scale where 1 is “I never thrive,” 3 is "I thrive some of the time,” and 5 is “I always thrive.”

Many survey participants cited ineffective communication as a critical barrier to thriving at work. This included everything from unclear expectations and inconsistent feedback to ineffective or even non-existent communication. One respondent noted that she feels “forgotten about or not included in necessary communications by both my colleagues and my manager.”

Lack of transparency compounds the problem. When team members don’t have clarity about roles, decision-making processes, or the organization’s vision for the future, they may be confused, frustrated, and feel undervalued. Transparency isn’t just a nice-to-have; it’s foundational to trust and collaboration.

If communication is the lifeblood of a thriving workplace, then leadership is its heart. Unfortunately, the survey also highlighted how problematic leadership behaviors are the third major barrier to thriving. Micromanagement, inefficiency, and conflict avoidance were frequently mentioned, but so were more overtly harmful actions like favoritism, bullying, and even discrimination.

One respondent described their manager as suffering from “Leadership insecurities and inabilities that are reflected in control - of information and promotions, lack of respect, passive-aggressive behavior, and non-inclusive behaviors including language.” Another shared that their boss “shuts down difficult conversations, exhibits avoidance and lack of transparency, and prioritizes comfort over courage.”

Communication and leadership weren’t the only culprits. Many women also pointed to internal factors—self-doubt, imposter syndrome, fear of failure—that prevent them from thriving. These are deeply personal challenges, but they don’t exist in a vacuum. A supportive work environment can help mitigate these feelings, while a toxic one can amplify them.

These findings make one thing clear: fostering a thriving workforce isn’t just about offering perks or improving work-life balance. It requires a deep commitment to creating environments where communication is clear, leadership is effective, and team members feel a sense of belonging.

HR must equip and enable leaders with the tools and knowledge to communicate transparently, foster collaboration, and build trust. Leaders need to know how to provide their teams with frequent, actionable feedback regarding accomplishments and strengths as well as areas for development.

One of our respondents noted, “To me, the tone is really set by the leader/leaders -- if they are supportive, interested and committed to shared success, and can be specific about what that will look like once achieved, I am more inclined to lean in and be part of the solution and ensuring our organization thrives now and going forward.” This means offering training, coaching, and regular feedback loops, but it also means holding leaders accountable when they fall short.

Addressing women's internal challenges, such as impostor syndrome and self-doubt, is equally important. While these issues are deeply personal, they’re not insurmountable, especially when both the individual and the organization play a part. Equipping and supporting leaders to value growth, encourage risk-taking, and celebrate contributions can make all the difference. In addition, women can take responsibility for addressing their own issues. Many of our respondents told us they have (or plan to) change their mindset, develop more confidence, learn to say no, and take better care of their mental and physical well-being.

The formula for thriving is straightforward but not always easy, and HR can play a critical role in creating workplaces where everyone can thrive. One survey participant captured it best: “To thrive, people must feel valued. We need to be appropriately compensated, recognized privately and publicly for good work, and treated with respect. We must be given the opportunities to grow and develop, as well as to unplug and refresh.”

Author Bio

	Susan MacKenty Brady is CEO of The Simmons University Institute for Inclusive Leadership.
	Elisa van Dam is Vice President, Allyship and Inclusion, at The Simmons University Institute for Inclusive Leadership.
	Lynn Perry is President at Simmons University.

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