Caught in the “task bind”: How gender stereotypes shape women managers’ work

Highlights

• Women retail managers often spend extra time on highly visible “floor” tasks—supervising employees, stocking shelves, or assisting customers—to counter doubts about their managerial capabilities and competence.
• This emphasis on public tasks reduces the hours spent on “office” responsibilities such as data analysis and forecasting, which are crucial for boosting profits.
• When more women hold comparable managerial positions, these pressures lessen, enabling a more balanced distribution of tasks and greater engagement in less visible tasks that are crucial for the financial performance of the store.

Walk into a grocery store on a busy afternoon and you might see a department manager directing staff, checking merchandise, and greeting customers. It’s easy to appreciate the skill it takes to juggle so many moving parts in a hectic environment. Yet there is another layer of this work that’s equally important: analyzing weekly sales, forecasting demand, and mapping out shift schedules. But research by Professor Alexandra Feldberg shows that women retail managers often feel a unique push toward public tasks on the store floor because they sense extra pressure to prove their dedication and competence.

In the large grocery chain Feldberg studied, women accounted for about 38 percent of department managers overall, but tended to work in “female-typed” departments (like bakery) more often than “male-typed” ones (like meat). Drawing from over 50 interviews, on-site observations in more than two dozen stores, and analyses of company records—including computer logins and weekly financials—Feldberg noticed a recurring concern: women worried that if they spent too long in the office, subordinates might question their commitment. So, to avoid appearing “missing,” many devoted extra effort to supervising staff publicly, stocking shelves, and assisting customers.

…to avoid appearing “missing,” many [women] devoted extra effort to supervising staff publicly, stocking shelves, and assisting customers.

The “task bind” for women managers

While frontline visibility helps with teamwork and customer service, Feldberg uncovered a downside: scaling back on behind-the-scenes responsibilities can hurt departmental performance. “Office tasks” typically involve using the intranet to review sales histories, place orders, calculate labour costs, and track product shrink (loss from spoilage or theft). Departments whose managers dedicated more time to planning and analysis generally saw higher product margins and stronger profits. Yet, under pressure to counter stereotypes of being “less committed,” some women logged fewer computer sessions, overlooking data that might have improved outcomes. This tension—being seen versus managing strategically—defines what Feldberg calls the “task bind.”

Digging deeper, Feldberg observed that this dynamic is tied to widely held assumptions about who “fits” leadership roles. Many participants recalled beliefs that men were naturally suited to heavy labour or supervisory tasks, while women were expected to be nurturing or detail-oriented. These assumptions heightened the sense that women had to remain visible on the floor to be taken seriously. One manager confessed that she felt torn: “If I spend too much time off the floor, I’m seen as not pitching in. But if I skip budgets or ignore orders, we lose money.”

Supporting women through networks and representation

This bind softens when women aren’t isolated in leadership ranks. In divisions or departments where women comprised a greater share of managers, they reported feeling less anxious about others’ perceptions. By exchanging ideas with peers who faced similar doubts, women leaders found it easier to allocate time effectively between the floor and the office. Such support networks helped diminish the stress of constant visibility, reinforcing that analytical and planning tasks are fundamental to strong leadership, not just an add-on.

In divisions or departments where women comprised a greater share of managers, they reported feeling less anxious about others’ perceptions.

Based on these findings, Feldberg points to several ways organizations can help. First, publicly recognizing the value of office-based responsibilities—like analyzing sales trends or scheduling staff—legitimizes the time that managers spend away from the store floor. When leaders praise colleagues for smart forecasting, it sends a message that this work matters just as much as front-line presence.

Second, cultivating peer and mentoring groups among women managers encourages them to share strategies for balancing tasks. Seeing others succeed without constant “floor time” can boost confidence in stepping away for essential planning.

Finally, broader representation of women across multiple departments relieves the pressure on any single individual to disprove stereotypes by overemphasizing public tasks.

Ultimately, Feldberg’s research underscores that effective leadership involves more than just high visibility—especially if visibility overshadows critical planning and analysis. By addressing the “task bind,” companies can promote a healthier division of time and resources, creating an environment where managers of all genders can make full use of their skills. This not only paves the way for more equitable workplaces, but also gives departments a stronger foundation for growth and profitability.

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Research brief prepared by:

Grusha Agarwal