Queen Bee Syndrome: When Success Stings

After delivering my Leadership Development for Women workshops this last month, I have come across this issue once again being experienced by many of the attendees. However, it seems to be even more prevalent than ever.

While most of us thrive when collaboration and mentorship flourish, occasionally the buzz gets interrupted by a less supportive dynamic: the Queen Bee Syndrome. In this article, I wanted to share some background to the phenomenon, and some tips on how to identify it and deal with it. 

Queen Bee Syndrome is a term used in organisational psychology to describe a situation where a woman in a position of authority treats female subordinates more critically than their male counterparts, often hindering their advancement rather than supporting them. It’s a nuanced phenomenon - not a character flaw, but a reflection of broader structural and cultural dynamics.

Here’s how it usually plays out: A woman who has climbed the ranks in a male-dominated environment may feel she had to fight for her position, face discrimination, and conform to certain expectations. In some cases, this experience leads to internalised bias or the belief that others should “tough it out” the same way she did. Instead of acting as a mentor, she may withhold opportunities or validation from junior women, sometimes unconsciously. 

When a workplace rewards hyper-competition, promotes a scarcity mindset about leadership roles, or subtly favours male colleagues in advancement, it can breed an “every woman for herself” attitude. In those environments, female leaders might feel pressure to distance themselves from other women to maintain their authority or uniqueness. The result? Less mentorship, fewer opportunities for rising talent, and the quiet reinforcement of old power structures - all of which make it harder for everyone to thrive.

On the flip side, organisations that encourage collaboration, celebrate diverse leadership styles, and make inclusion part of their DNA tend to see far less of this behaviour. Queen Bee dynamics aren’t just personal - they’re cultural.

What Causes Queen Bee Syndrome?

Queen Bee behaviour can stem from a mix of personal experience and systemic pressures. In historically male-dominated industries, some women may feel they must distance themselves from other women in order to survive or maintain their hard-earned status. Internalised sexism, competition for limited leadership roles, or fear of losing influence can contribute as well. Importantly, not every ambitious or assertive woman is a "queen bee"- the issue lies in actively hindering others' growth.

Queen Bee Syndrome in Action

The Undermining Manager. A mid-level manager consistently delegates high-visibility projects to male employees while assigning routine or administrative tasks to her female colleagues. When a lower-level woman proposes an idea in a meeting, the manager shuts it down - only to support the same idea when a male coworker brings it up later. The pattern is subtle but repeated.

Withholding Mentorship. A female senior executive has broken barriers in a male-dominated industry. However, she now believes her female colleagues have it “easier” and refuses to mentor them, insisting they “prove themselves” the hard way. While she actively mentors men, she avoids supporting or sponsoring rising female talent.

Gatekeeping Leadership. A female director resists promoting other women into leadership roles, citing “fit” or “readiness” despite glowing performance reviews. She fears sharing authority and clings to the idea that there’s room for only one woman at the top.

Favouring Male Colleagues. During hiring and promotions, a department head consistently favours male candidates - even when female applicants are equally or more qualified. Junior women notice they receive harsher critiques and fewer growth opportunities, leading to frustration and high turnover.

Public Praise, Private Obstruction. A woman in a senior role outwardly advocates for gender equality but privately sabotages younger women she sees as competition - taking credit for their work, excluding them from key meetings, or blocking their access to decision-makers.

These examples aren't about villainising individuals - they're about recognising patterns that hold everyone back. Queen Bee behaviour often stems from pressure, fear, or a lack of support rather than malice. However, naming it is the first step toward building a more inclusive workplace culture.

Five Practical Tips to Navigate Queen Bee Dynamics

1. Recognize the behaviour - not the person - as the issue. Avoid labeling someone a Queen Bee outright. Instead, focus on actions that can be addressed constructively. This reframing helps keep the dialogue objective rather than personal.

2. Build allies across genders and roles. Creating a broad network of support helps reduce dependency on one person and creates a stronger culture of inclusion and allyship.

3. Seek mentorship outside your department or organisation. If internal support feels limited, finding mentors in other areas or through external networks can provide the guidance you need without entangling office dynamics.

4. Document interactions when necessary. If the behaviour becomes obstructive or impacts performance, keeping a record can be helpful - especially if you need to escalate the issue through official channels.

5. Foster empathy, set boundaries. Sometimes queen bee behavior is rooted in past struggles. Understanding the pressure others have faced can create compassion, but it doesn’t mean accepting harmful conduct. It’s okay to draw the line.

Addressing Queen Bee Syndrome isn’t about calling someone out - it’s about calling everyone into a healthier, more collaborative environment. Progress happens when we support each other across the hive, not when we compete for one throne.