“It’s not about lack of skill; it’s about how women perceive their own abilities (and are perceived by others), which affects behaviour, choices, and opportunities.”
It’s often said that women are just as competent as men, sometimes more so, but that their confidence lags behind, which prevents them from stepping into what they truly deserve.
What The Research Shows . . .
1. Self‑Efficacy vs. Performance: In a recent study of surgical residents in medical education, women and men received the same simulation‑based training in placing central venous catheters, and their performance metrics (successful venipuncture, etc.) were equivalent. However, women rated their self‑efficacy (confidence in performing specific tasks) significantly lower than their male peers for many items, despite equal performance.
2. Grades vs. Confidence in STEM: Among undergraduate students in engineering (also in mathematics, physics, chemistry), women often outperform or earn grades equal to or better than men, yet report lower confidence or self‑efficacy in those domains. In many cases, confidence lags years behind competence.
3. Leaving STEM Pipeline: One study of students entering college as STEM majors found that women were 1.5 times more likely than men to drop out of the calculus sequence, even controlling for prior preparation. Many women cited lack of confidence or not feeling they understood the material well enough, despite good academic qualifications.
4. Confidence and Career Outcomes: A study published in PNAS tied together self‑efficacy, career choices, and pay differences: women across majors often have lower self‑efficacy than men; this correlates with lower likelihood of entering or persistently staying in high‑paying technical or engineering/CS jobs, which contributes to the gender pay gap. The analysis suggested that self‑efficacy impacts both intention and actual entry into certain jobs, which then affects income.
5. Perception and Bias: Observational studies in medical training show that female students are perceived by others (e.g. evaluators) as less confident than male students, even when their objective performance is similar. For example, third‑year medical students were videotaped during standard clinical exams, and trained observers rated women as less confident, especially at the beginning of interactions.
Recent Statistics 2024-2025:
Here are several recent findings that shed light on where the competence‑ confidence gap shows up, how large it is, and the structural or cultural contexts that exacerbate it.
1. Workforce Participation & Leadership Representation (Global/Canada):
Here are several recent findings that shed light on where the competence‑ confidence gap shows up, how large it is, and the structural or cultural contexts that exacerbate it.
- According to the World Economic Forum’s Global Gender Gap Report 2025, women held 41.2% of the overall workforce as of 2024 (up from 39.3% in 2015).
- Women in top‑level management roles reached 28.8%, up from 26.2% in 2015; mid‑management roles rose to 33.4%.
- But the pipeline from mid‑level to top leadership shows stalling momentum: the gap between women in mid‑ vs. top‑level leadership has remained about 5.4 percentage points since 2020.
2. Promotion, Pay & Recognition:
- In a 2025 survey in Canada, 67% of women said they want higher pay for their current positions, vs. 61% of men.
- But fewer women want more responsibility or promotion at their current employer (36% of women vs. 42% of men) — possibly reflecting lower confidence or perceived barriers.
- Many women feel underpaid; for instance, 40% of female professionals report feeling underpaid.
3. Mental Health, Bias & Perceived Inequities:
- One in four Canadian women report they are currently experiencing mental health challenges.
- A substantial share believe they need to work harder than men to gain recognition (42%), citing sexism or unconscious bias as major factors.
- Employers’ support for women’s health issues (menstrual, reproductive, menopause) is inadequate; 60% of women believe such issues can impact career progression.
- Roughly 40% of working women have made career‑limiting decisions because of health concerns or family caregiving.
4. Networking, Mentorship & Social Support Gaps:
- The 2025 Canadian Women’s Mentorship and Networking Report (by Monday Girl / Environics Research) found 67% of women find traditional networking events awkward or ineffective; 60% believe they fail to build strong industry connections.
- Although 86% consider networking important to career advancement, only 15% currently have a mentor; only 19% are actively seeking one.
- 68% feel there are not enough networking opportunities designed specifically for women.
5. Sectoral Gaps & Wage Disparities:
- Women remain heavily overrepresented in “people‑oriented” sectors like education and healthcare, which tend to have lower pay and fewer pathways to high executive compensation.
- In Canadian sectors dominated by men (manufacturing, utilities, natural resources), women earn 17–22% less than men on average.
Together, these findings document that the competence‑confidence gap is real, measurable, and significant. It’s not about lack of skill; it’s about how women perceive their own abilities (and are perceived by others), which affects behaviour, choices, and opportunities.
Why The Gap Exists: Key Factors . . .
To bridge the gap, it helps to understand its origins. While every person’s experience is unique, common causes include:
- Imposter syndrome / self‑doubt: Women more frequently report feeling they are less capable than they are, attributing successes to luck rather than skill.
- Socialization and expectations: From early schooling through work, women may receive feedback or see role models that emphasize modesty, caution, or risk‑aversion more than boldness or assertiveness.
- Bias and stereotypes: Stereotypes about what traits a “leader” or “expert” has (often male, confident, assertive) may lead women to feel they need to prove themselves more; also, evaluators may unconsciously rate or perceive women’s confidence differently.
- Lack of incremental reinforcement: When opportunities for stretch challenges are limited, or when feedback is less visible or less encouraging, confidence grows more slowly.
- Risk aversion / fear of failure: Belief that mistakes are highly visible or punished, or that asking for help will expose weakness, may lead to avoiding risk, which inhibits growth of both competence and confidence.
Pulling together the recent stats for 2025, here are some reinforcing factors that keep the gap alive:
- Health & Life Stage Factors: Issues like reproductive health, menopause, caregiving responsibilities cause many women to limit or delay career moves, or avoid visible challenges because of feared impact. These translate into fewer stretch experiences.
- Bias & Perceived Unequal Reward: When women believe they’ll need to work harder than men to get recognition, or when pay remains unequal, that undermines confidence. Also, lack of awareness or coverage of health benefits/employer supports erodes perceived fairness.
- Limited Mentorship & Leadership Training: As shown in the healthcare case study, formal training is rare; many women do not feel ready for leadership despite having experience. Networking events may be awkward or poorly designed; there are fewer women‑centric and safe spaces for career progression.
- Cultural/Social Expectations & Internal Narratives: Socialization around modesty, avoiding risk, self‑doubt still operate. The assumption “if I don’t feel completely ready, I shouldn’t try” can hold back women from taking visible roles. Internal confidence tends to lag behind actual capability.
Why Confidence Matters . . .
- Confidence (more precisely, self‑efficacy) is strongly linked with motivation. When you believe you can succeed at a task, you’re more likely to take it on, stick with it, and persevere in hard moments.
- Confidence influences visibility and how others perceive you — what roles and opportunities you are offered.
- Because confidence affects choice (which tasks you volunteer for, whether you apply for promotions), it has cascading effects on career trajectory, pay, leadership representation, etc.
So, bridging the gap isn’t just “feeling good”; it has material outcomes for both individuals and institutions.
A 3-Step Method To Bridge The Competence-Confidence Gap
Here is a practical framework women (and their allies) can use to narrow the gap. Each step involves actionable habits, reflection, or structure.
Step 1: Build Evidence Of Competence By Anchoring Confidence In Data:
Confidence grounded in real evidence is more resilient than confidence based on perception alone. To this end:
- Track your wins: Keep a “success journal” or portfolio. Document your completed projects, positive feedback, metrics (e.g. sales increases, efficiency gains, published work, successful presentations). Having concrete proof allows you to counter self‑doubt with facts.
- Seek feedback and calibration: Regular feedback from supervisors, peers, mentors helps you see where you truly stand. Ask for specific, behavior‑based feedback (e.g. “was my analysis clear? Was I overcautious? Where could I stretch more?”). This external calibration helps align self‑assessment with actual performance.
- Reflect on progress over time: Occasionally revisit earlier work to see how much you’ve improved. This can include comparing early and recent projects, notes, or assessments. Seeing growth reinforces a realistic self‑image of competence increasing over time.
Step 2: Grow Confidence Through Stretching + Mindset Change:
Even with solid competence, confidence doesn’t always follow — fear, uncertainty, and mindset matter. This step is about moving past comfort.
- Set “safe‑stretch” challenges: Push yourself outside your comfort zone just enough that you’ll learn, but in a context where failure is okay. Examples: volunteering for a small speaking role, leading a portion of a project, mentoring others, trying a new tool. Each stretch builds experience; each experience accrues confidence.
- Adopt a growth mindset: Remind yourself that ability and mastery are developed over time, not innate fixed traits. When you make a mistake or get criticism, treat it as information, not proof of unfitness. Several interventions (in STEM and education) show that teaching growth mindset (that skills improve with effort, feedback, practice) helps reduce confidence gaps.
- Reframe internal narratives: Notice when you’re thinking things like “I’m not ready” or “I don’t have enough experience.” Replace with evidence‑based counter‑statements, e.g. “I have done similar things before,” “I can learn quickly,” “Even if I make mistakes, I’ll gain useful insight.” Some women find benefit in affirmations, mentor reminders, or journaling to shift belief.
Step 3: Increase Visibility & Leverage Social Support:
Confidence grows not only from what you do alone but from the social context around you.
- Find mentors, sponsors, and peer groups: Having people who believe in you, who give you encouragement, who can vouch for you, or help open doors makes a large difference. Mentors can offer guidance; sponsors can push for your inclusion in new roles; peer groups can normalize shared doubts and share strategies.
- Take up visible roles: Much of confidence is built through exposure. Offer to present, facilitate meetings, lead small teams, share your ideas publicly (at work, at conferences, in groups). Even small visibility tasks help you build presence, overcome nervousness, get feedback on how you come across, etc.
- Celebrate and share your achievements: When you succeed, acknowledge it. Share victories with your network. This is not arrogance. Recognition contributes to confidence, reminds you of your capability, and helps others see your value (which often translates into more opportunities).
Bringing It All Together: A Simple Sample Implementation Plan:
Here’s how someone might integrate these three steps over a few months:
| Timeframe | Goals | Actions |
|---|---|---|
|
Month 1 |
Anchor Awareness Of Competence |
Keep a journal of recent successes; solicit feedback from 2 people; reflect weekly on what you did well. |
|
Month 2-3 |
Stretch & Mindset Shifts |
Choose 2 stretch tasks; practice reframing self talk; read or engage with growth mindset resources; allow failure without judging self harshly. |
|
Month 4-6 |
Visibility & Social Scaffolding |
Identify a mentor or sponsor; volunteer in something visible; share achievements; start speaking up in meetings. Revisit and update your competence journal. |
What Allies & Institutions Can Do . . .
While this article focuses primarily on what women themselves can do, institutions, colleagues, and leaders also have a strong role. Some measures include:
- Changing evaluation practices to focus more on demonstrated results rather than confidence or self‑promotion alone.
- Encouraging growth mindset and normalizing challenge, and failure as part of learning.
- Providing safe stretch assignments, leadership development programs targeted for women.
- Ensuring feedback is specific, constructive, and visible.
- Recognizing that confidence disparities are not about merit but about social, psychological, and structural factors.
Step 1: Ground Confidence In Explicit, Regular Feedback & Competence Evidence
- Maintain a Competence Portfolio / Success Log: Document not only major wins, but also incremental progress (projects delivered, leadership tasks, presentations, peer praise). Include quantifiable metrics where possible. This is especially helpful when internal or external feedback doesn’t come naturally.
- Seek and Use Structured Feedback: Ask for leadership or project evaluations that are specific: what skills you did well, where you can stretch. In healthcare, leadership training was low but readiness self‑assessment was also hesitant; having structured evaluation helps lessen the mismatch. From the healthcare study, many believed “women generally succeed” but fewer believed in their readiness—feedback can help align perception.
- Leverage Training Early & Often: Seek out leadership training and skill development programs. If there are few, advocate (individually or collectively) for them. Use stretch training sessions or short leadership roles to build experience and confidence.
Step 2: Mindset, Stretch Experience & Health/Life Integration
- Growth Mindset + Reframing Internal Narratives: Re‑affirm that readiness does not require perfection; that confidence is built via repeated challenges, feedback, and small wins—not by pretending to already have all the answers.
- Take Safe Stretch Assignments: For example, in healthcare: leading a small team, overseeing a project, stepping into leadership of a unit temporarily, or rotating responsibilities. These give visibility and grow confidence.
- Health & Well‑being Support Integration: Because many women report that health issues (reproductive, menopause) affect career decisions, it’s crucial to integrate self‑care, flexibility, accommodations, and seeking environments/organizations that support such needs. Using health challenges as an excuse to withdraw can erode confidence in long run; but managing them with support can prevent decline.
- Peer Learning & Reflection: Sharing experiences with other women in similar roles helps normalize doubts, provides models, and often reveals that others share similar fears. Reflection (journaling, mentorship discussions) can help convert stress into growth.
Step 3: Increase Visibility, Build Social Capital & Advocate For Structural Supports
- Mentorship, Sponsorship & Networks: Given that only ~15‑20% have mentors or are seeking them (per the networking report), securing mentorship or sponsorship relationships is vital. A sponsor (someone who will advocate for your promotion or visibility) is even more powerful.
- Visible Roles & Leadership Exposure: Volunteering for speaking, leading committees, presenting in meetings, assuming visible tasks with stakeholder exposure. Over time, this helps both others perceive confidence and your internal self‐concept grow.
- Advocate for Inclusive Practices / Organizational Change: Participate in or lead initiatives to improve policies around health accommodations, leadership training, biases in promotions, flexible work, and networking events that are designed to include rather than exclude women. Organizations that start treating health and life transitions as part of normal career trajectory help reduce hidden stressors.
- Celebrate & Share Achievements: It’s not self‑promotion for vanity—highlighting achievements makes them real, anchors confidence, and signals capability to others. Also, ally acknowledgment helps.
Conclusion:
The competence‐confidence gap for women is real in 2025, not just in stories but in measurable stats: in leadership representation, in perceptions of readiness, in how health and life demands influence career decisions, and in access to mentoring and networking. The healthcare case study shows that even in fields where women make up large parts of workforce, leadership confidence often trails behind competence.
Bridging the gap requires both individual action (tracking competence, taking stretch roles, mindset shifts, seeking support) and systemic change (training, mentoring, inclusive policies, health accommodations). Over time, with intentional effort and supportive environments, high competence will more reliably be matched by confidence, leading to more women stepping into leadership, being recognized, and thriving.
Do the work, you deserve it!
Disclaimer: The views, thoughts, and opinions expressed in this article are solely those of the author and do not necessarily reflect, whether in whole or in part, the views of The Open Chest Confidence Academy, its owners, directors, management, employees, subcontractors, partners, affiliates, clients, or members.
