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May 6, 2026
If Miranda Priestly were a man, would she still be an antihero? Female leaders around the world continue to face double standards: the very traits for which men are rewarded often earn them negative points.
If Miranda Priestly were a man, The Devil Wears Prada would probably be a romance. Just picture him: always impeccably dressed, arrogant, self-assured, egocentric, and successful. Provocative. Yes, he would fit perfectly among the charming rogues of modern romance novels. But because Miranda was written as a woman, she became an antihero. A classic boss bitch.
“You know, if Miranda Priestly were Michael Priestly, there would be no first movie,” Meryl Streep recently said, stirring debate.
To leave no doubt about her point, Streep explained that she built Miranda precisely on the men she had worked with. She borrowed the traits, gestures, and language of her former bosses—successful and respected men—and transferred them onto Miranda Priestly. The result, as we know, is an iconic character often described as manipulative, ruthless, and cold.
The issue lies neither in how the character was written nor in Streep’s performance. The issue lies with us. The perception of women in positions of power—managers, bosses, leaders, call them what you will—remains deeply unfavorable, even in this so-called era of equality.
Numerous studies, including a survey by Gallup conducted among nearly 27 million employees worldwide, show that female bosses often outperform their male counterparts because they are better at driving employee engagement. Additionally, as many as 39% of people would prefer to work for a woman rather than a man. And yet, gender stereotypes and biases still lag far behind reality.
At the core of the problem is the pressure on women to be perfect—not only in delivering results but also in performing the role of “a woman in charge” flawlessly. They are expected to be gentle, calm, understanding, almost maternal—while still delivering top performance. If they fail to meet this impossible standard, or if they behave like their male counterparts, they risk being labeled just like Miranda Priestly.
Psychology has a name for this phenomenon: the double bind, or backlash effect. It describes how women in leadership can never quite strike the “right” tone, regardless of their style. They are trapped in a double standard: if they communicate in a soft, empathetic, non-imposing way, they are likely to be seen as weak. But if they are direct, clear, and authoritative—traits expected and rewarded in men—they are perceived as difficult or cold.
This phenomenon says nothing about women’s actual abilities. Instead, it reveals how society interprets their behavior through the lens of gender norms. In other words, the same qualities—decisiveness, directness, control—are judged entirely differently depending on who displays them. This is why the double bind is one of the key reasons women tend to second-guess their communication style, soften their tone, and resort to self-censorship.
A recent study by the University of Georgia shows that gender stereotypes significantly limit female leaders in real life. Women in leadership positions are simply not allowed to communicate in the same way as men—they are expected to be gentler, more empathetic, and more accommodating. When they openly display authority, negative labels quickly follow.
Researchers found that many female leaders struggle to break out of this pattern and often limit themselves, self-censoring in an attempt to meet societal expectations. As a result, it becomes harder for them to give clear instructions, set high expectations, or issue directives. How can you be gentle and prioritize employee well-being when you need to ask someone to redo an entire task because it wasn’t good enough? Consequently, it becomes more difficult for women leaders to drive their organizations to peak efficiency and performance.
In trying to reconcile societal expectations, personal standards, and business goals, many women leaders end up overwhelmed or burned out. What helps, according to the University of Georgia study, is support.
When employees value their leader’s contributions and show concern for her well-being, women leaders feel less depleted. However, when that support is missing, the weight of stereotypes becomes heavier, undermining both their energy and the workplace as a whole.
When employees recognize and support their leaders, women can preserve their energy and lead more effectively. So next time your new boss sounds “too direct,” ask yourself: would you think the same if she were a man?
Photo: courtesy of TM and © 2006 Twentieth Century Fox
