The concept that it could get lonely at the top is not new. Freshly in charge, leaders have to cope with a new level of power and responsibilities to stakeholders. Work friendships may disappear. Subordinates may be insubordinate. There are troubles which you cannot confide in a colleague anymore. These changes can easily lead to loneliness, which certainly does not bode well for organisational outcomes such as turnover, commitment and performance.

What many organisations may not know, however, is which individuals are more likely to feel lonely upon assuming leadership roles. Research on gender stereotypes in leadership provides a clue. In most cultures, leaders are stereotyped as having masculine traits. When women take up leadership roles then, they may feel as if they are stepping into shoes that do not fit. In contrast, male leaders are unaffected as the leader stereotype is already male-centric.

I explored this topic in a paper published in the Journal of Applied Psychology. The research spanned three studies. The first study examined psychosocial and demographic data of over 200 American adults at different points in time, including their change in leadership status and reported feelings of loneliness.

The second study grouped participants into leadership and non-leadership roles, and tasked them to discuss a university policy, with the leader making the final recommendation for or against the policy. The participants were surveyed on their feelings of authenticity and loneliness after the discussion.

The third study surveyed over 260 full-time employees in the United States on their leadership role occupancy, experienced authenticity and loneliness. All three studies concluded that it is lonely at the top more for women than for men, and this is because it is more difficult for women to feel authentic when they take on leadership roles.

As more female business and political leaders step to the fore, society needs to do more before congratulating itself on achieving greater gender equality. New female leaders, or leaders in general who are unaccustomed to the demands of leadership roles, need support in this transition. While companies already spend vast resources developing leaders’ careers, they should not forget to invest in their leaders’ well-being. The workplace’s mentorship system will go far in nurturing new leaders as they develop. Advice from veterans can make the transition in roles easier. A peer support network that boosts camaraderie can also ease loneliness. More than just placing females in leadership positions, we want female leaders who feel comfortable being themselves. Only then can they unleash their potential.

From a broader perspective, society and media could promote the idea that there isn’t just one ideal type of leader. We all have unique traits, and leadership should allow us to play to these unique strengths. This freedom to be authentic will help to reduce loneliness, which has been described as a workplace epidemic.

It’s not easy to be a leader, and even harder to be a new female leader. But with social and organisational support, it does not always have to be lonely at the top.

The article is an edited version of the one first published in SCMP.