Does the experience of motherhood affect the way people manage others? If so, what exactly changes? Do women become less effective professionally after having a child, or do they develop new competencies that strengthen their leadership role?
These questions have long appeared in discussions about the labor market and in daily organizational decision-making. Many stereotypes and concerns—often unspoken—still surround women of childbearing age. Meanwhile, a study conducted by Agata Kołodyńska in 2019 shows a much more complex picture of motherhood and its impact on women in managerial roles.
The study was conducted as part of a Master’s thesis titled “The Impact of Motherhood on Management Style” “The Impact of Motherhood on Management Style” of the Zbigniew Nęcki Doctoral School at the Andrzej Frycz Modrzewski Krakow University.
About the Study
The study involved 30 women in managerial positions, managing teams ranging from 2 to 40 people. Half of the group consisted of mothers, and the other half were managers without children.
The author used both quantitative and qualitative methods, including:
- The Life Attitudes Questionnaire (KPŻ), measuring sense of meaning in life, control, and internal consistency.
- The People Management Styles Inventory, diagnosing leadership style
- In-depth interviews with selected participants.
What changes after having a baby?
One of the most interesting findings of the study was that women with children exhibited a higher prevalence of the management style described in the WERK tool as “Captain”
This style is associated with, among other things:
- responsibility,
- effectiveness,
- goal orientation,
- good work organization
- and the ability to manage people and priorities.
At the same time, after giving birth, the intensity of the “Revolutionary”style —associated with greater impulsivity, experimentation, and a tendency toward constant change—decreased. The female managers in the study tended to function in a more organized and predictable manner after becoming mothers.
Does this mean that motherhood changes the way people work? The results suggest that it does—but not necessarily in a way that reduces efficiency.
“I had to learn organizational skills”
The qualitative responses from the respondents proved to be very insightful. Many of them spoke of increased effectiveness, better time management, and an enhanced ability to delegate tasks.
One of the study participants stated:
“Children made me get my act together and become more efficient in life. This naturally led to me organizing my work better as well.”
Another observed:
“I don’t have time for the same level of oversight as before. I give people more freedom, and to my surprise, it works efficiently.”
There were also mentions of greater empathy and patience towards employees:
“I think having a child made me softer; I have maternal instincts towards other people.”
At the same time, respondents highlighted a lower tolerance for chaos, lack of commitment, or wasted time.
Are mothers somewhat organizational superheroes?
Of course, it is important to be cautious about romanticizing motherhood and expecting “superhuman multitasking” from women. However, it is hard to ignore that many competencies developed through parenthood have a tangible impact on managerial work.
Because does daily functioning, balancing team responsibility, deadlines, family life logistics, and unpredictability, not develop:
- mental resilience,
- rapid decision-making,
- prioritization,
- flexibility,
- crisis management?
And should organizations really perceive potential motherhood solely as a “risk”?
So why are there still so many concerns?
Despite increasing social awareness, women of reproductive age still frequently face hidden biases:
- “she’ll get pregnant soon,”
- “she’ll be less available,”
- “she won’t be as committed,”
- “she has other priorities now.”
Meanwhile, the study results show that the experience of motherhood does not weaken managerial competencies but rather transforms them.
Perhaps the more important question is not:
“Does motherhood affect work?”
But:
“Why are we so rarely able to recognize the competencies that develop through diverse life experiences?”
What does this mean for organizations?
Professional development does not occur solely through training, promotions, and business experience. Sometimes, social and life roles shape it just as powerfully.
Motherhood does not have to mean withdrawal from leadership. In many cases, it can signify a new form of leadership:
- more conscious,
- better organized,
- based on responsibility and priorities,
- and simultaneously more empathetic.
And perhaps that is precisely why it is worth asking ourselves from time to time:
Do organizations truly understand how many competencies women who combine managerial and parental roles bring to their work?
If this article intrigued you, check out what Katarzyna Gaweł says about gender equality: https://diversityhub.pl/rownosc-plci-bardzo-czesto-zawiera-sie-w-drobnych-rzeczach-a-niewielkie-rzeczy-latwo-jest-przeoczyc/