Normalizing Women in Leadership
As we drove through the entrance, the mine-resistant ambush-protected (MRAP) vehicle pulled off to the side to allow the rest of the convoy pass while I stopped to speak to the unit’s leaders. It was our first mission to this remote combat outpost in Afghanistan. Opening the heavily-armored vehicle door, I jumped out wearing a kevlar vest, helmet, tinted eye-protection, and gloves while armed with an M9 pistol, M4 rifle, ammunition, and a knife strapped to my ankle. A small bun of hair popping out from underneath my headgear was the only visible indication of my gender. Before I could assess my surroundings, the infantry First Sergeant standing nearby exclaimed to me, “I didn’t know there would be females on this mission.”
Yes, two women were on the mission, as many before us served on similar operations during almost two-decades of the war on terrorism. As the convoy commander, I was charged with the leadership responsibility to ensure the safety of over forty Soldiers and contracted Afghan drivers while meeting our objectives as we traveled on routes littered with improvised explosive devices (IEDs). Unfortunately, his comment did not come to me as a surprise, so I answered quickly with a witty remark and returned my focus to the task.
In 2014, the U.S. Army released an official message calling for female Soldiers to attend a Ranger Course Assessment to inform future gender integration decisions related to close combat job specialties. At that time, women were prohibited from serving in several combat positions and units. Ranger School is arguably the premier combat leadership and small unit tactics course in the U.S. Army. Immediately, I volunteered and buzzed off my long hair.
Before admission to the first Ranger class, female volunteers faced the additional requirement of completing a two-week training at the Ranger Training and Assessment Course (RTAC). I was one of 109 women who attended the integrated pre-Ranger training implemented by the Army National Guard. Only 20 women passed all the events and were offered slots in the first Ranger class opened to women. I failed to meet the standard for one required event and did not move forward. For a long time, this blow took its toll on my self-esteem until I focused on lessons learned from the experience and moved beyond disappointment.
In December 2015, I watched the Secretary of Defense publicly announce the opening of combat jobs to women serving in all military branches from television in our headquarters building. Then, I was serving as an aide-de-camp in an infantry division deployed to Afghanistan. An officer slapped me on the shoulder and loudly jeered, “So, are you going to transfer to infantry?” Over the next week, this question was pressed on me dozens of times. I felt apprehensive, because my unsuccessful effort was no secret. Others in the room turned to listen to my reply as I stated, “No, I don’t think I will. I am satisfied in the logistics branch.” Again, I was subtly identified as a token female.
Unfortunately, I am not surprised to hear similar patronizing comments five years later. Women frequently face stereotype threats and must prove their capabilities to their peers, subordinates, and leaders. Compliments from men regarding my failed attempt to earn the coveted Ranger Tab often overlook my other achievements. I interpreted these comments with a hint of cynicism implying “you did well – for a woman.”
I offer three tips to normalize women leaders’ presence in career fields dominated by men. This is not an exhaustive list and represents my opinion after serving as a woman in the military and combat units for over nine years.
1. Be Mindful of Unconscious Biases
Gender stereotyping influences the perception of men and women in leadership roles, despite a lack of evidence that gender affects leadership styles. Gender-based traits for men in leadership include assertiveness, confidence, and decisiveness. Women are expected to display communal traits, such as helpfulness and concern for others. Organizational cultures rampant with discrimination tend to covertly punish women who display stereotypical male characteristics, along with men who display stereotypical female traits. These harmful norms can negatively impact motivation, cohesion, and performance for men and women.
2. Understand the History of Women in the Field
Women veterans and prisoners of war (POWs) served in numerous combat roles in every American war, despite history neglecting their exemplary contributions. Modern warriors should be educated on the trailblazers who served before them. During the American Revolution, Margaret Corbin received a disability pension after manning a cannon during the Battle of Fort Washington. Dr. Mary E. Walker received the Medal of Honor for her service as a field surgeon during the Civil War. Many women disguised themselves as men in order to enlist, including Cathay Williams, who served as a Buffalo Soldier for two years. These examples are only a small piece of the known history of women veterans and their honorable sacrifices.
3. Offer Career Mentorship and Development Opportunities
According to a 2018 study, women represent 16.3% of the Army, Navy, Air Force, and Marines, with 63 female officers achieving the senior ranks of general or admiral (compared to 30 in 2000). Similarly, in 2020, 30 women hold CEO positions in Fortune 500 companies compared to only 4 women in 2000. As an increasing number of potential women leaders enter these career fields, they will look to their often male supervisors for support and guidance. Unfortunately, women tend to miss out on unofficial mentorship and relationship building, limiting their access to one-on-one information and feedback. Furthermore, women tend to receive additional duties that align with gender roles, such as planning a special event. Developmental assignments should focus on building the critical job skills needed for career progression.
Most military women prefer to work quietly rather than standing in the spotlight for gender-specific recognition in these combat roles. And although the Pentagon removed gender restrictions, the normalization process is ongoing and does not solely fall on the shoulders of women serving in these organizations. The continual progress towards diversity, equity, and inclusion is the responsibility of the entire force from its highest to lowest levels.
Jacqueline M. Thompson is a master’s student studying social-organizational psychology at Columbia University. She serves as an active duty Captain in the U.S. Army and has earned the Bronze Star and Combat Action Badge. She works as a research intern for Legacy Consulting & Research Group. This article reflects the writer’s opinion and does not necessarily reflect the views of the Department of Defense
Jacqueline M. Thompson
Photo: CPT Thompson in Afghanistan in 2013.