Breaking the glass ceiling or breaking each other? – Pt 1
Female-led workplace sabotage on the road to Vision 2030
IN the pursuit of equality and empowerment, women have championed progress in various spheres of life, including the workplace. However, an unsettling undercurrent threatens this advancement—the subtle yet destructive sabotage that occurs when women in leadership undermine other women on their teams. This phenomenon, often rooted in insecurity and unmerited authority, stifles productivity, erodes morale, and obstructs professional growth.
While much discussion surrounds breaking the glass ceiling, some women in leadership excel at delivering eloquent speeches about teamwork and empowerment while simultaneously engaging in covert acts of workplace bullying and sabotage. The unfortunate reality is that, in many cases, a woman’s greatest adversary in the workplace is not a man, but another woman.
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In Jamaica, this issue remains largely unspoken—a silent epidemic that contradicts the very principles of female empowerment that many women in leadership so vocally advocate. If true progress is to be achieved, we must confront this hypocrisy, foster genuine mentorship, and cultivate a professional culture where competence is celebrated rather than resented.
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When excellence becomes a threat
In many instances, women who have climbed the ranks without the necessary qualifications or competencies feel threatened by subordinates who outperform them. These subordinates — often armed with superior credentials, an unwavering work ethic, and a deep understanding of their roles — unintentionally expose their supervisors’ inadequacies. Instead of fostering collaboration and professional growth, insecure leaders respond defensively, deliberately sidelining these high performers. They deny them opportunities for promotion, exclude them from professional development programmes such as workshops and upskilling initiatives, and circumvent them whenever advancement opportunities arise. This behaviour is not rooted in leadership but in fear — fear of being overshadowed, exposed, or ultimately replaced.
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However, this insecurity manifests in more than just exclusion; it often escalates into active sabotage. Rather than mentoring and uplifting talent, some female leaders engage in systematic efforts to discredit those they perceive as threats. One of the most insidious tactics is the orchestration of smear campaigns — spreading false narratives, exaggerating minor mistakes, and misrepresenting their target’s character or competence to colleagues and superiors. This can take various forms, such as whisper networks where negative rumours are subtly planted, manipulation of performance reviews to cast doubt on an individual’s abilities, or even public belittling disguised as “constructive criticism”.
Recent TikTok trends in Jamaica have begun exposing these toxic workplace dynamics, particularly among millennials and Gen Z employees, who now make up a significant portion of the workforce. Unlike previous generations, who may have endured workplace victimisation in silence, younger professionals are more vocal, unapologetically calling out workplace injustices and sharing their experiences of sabotage by older female colleagues. Videos detailing instances of exclusion, belittlement, and outright professional bullying have gone viral, revealing a growing sense of shock and disbelief among younger employees who expected their female superiors to be mentors rather than adversaries. This trend highlights a generational divide in workplace culture — where older women who may have struggled in male-dominated environments to gain their positions, now feel threatened by a younger, more confident, and highly educated workforce that refuses to tolerate outdated power dynamics.
The double standard of appearance
Physical appearance has become yet another battleground in the ongoing struggle for fair and merit-based professional spaces. As trivial as it may seem, this remains a harsh reality in many workplaces, particularly in Jamaica. Women who are well-dressed, confident, and attractive often find themselves unfairly scrutinised by insecure supervisors. Rather than being seen as assets to their organisations, their appearance becomes a point of contention—fuelling envy, resentment, and even professional sabotage.
Research supports the idea that workplace biases, particularly against women who exhibit confidence and style, contribute to toxic environments. A study published in the Harvard Business Review found that “attractive women in professional settings are often perceived as less competent or too threatening by same-gender superiors, leading to increased scrutiny and exclusion from key opportunities” (Heilman & Saruwatari, 2018).
In many Jamaican workplaces, the attire of a well-put-together woman can become the subject of unnecessary scrutiny. The smallest detail—be it a pair of heels, a well-fitted suit, or a unique accessory, a nurse in a unique designed uniform or scrub which is uniquely different can suddenly become the focal point of staff briefings or advisory meetings. Yet, these same “concerns” are often ignored when exhibited by the supervisor’s personal friends or favoured employees. This selective enforcement of unwritten or outdated dress codes is not about maintaining professionalism; it is about control and exclusion.
The cost of emotionally driven leadership
When workplace leaders allow their emotions—whether jealousy, insecurity, or personal biases—to dictate their professional decisions, it results in an environment rife with favouritism, conflict, and inefficiency. Studies have shown that emotionally driven leaders are more likely to engage in exclusionary practices, undermining their most competent employees in favour of those who pose no threat to their authority (Kabat-Farr & Cortina, 2019).
This reality is evident in Jamaican workplaces, where many talented professionals, particularly younger women, find themselves sabotaged and bullied by older female supervisors. Instead of fostering an environment of mentorship and professional growth, some leaders create barriers, ensuring that only those they deem “non-threatening” advance. This not only damages individual careers but also stifles innovation, weakens institutional credibility, and impedes national development.
Next week: Migration as an escape, and the way forward.
Ruth-Ann Taylor, Dip. Ed., B.Ed. (Hons), M.Ed, is an educator for over 15 years in Jamaica. E-mail taylorruthann14@gmail.com.
