By: Dr. Stephanie Diana Eubank DBA

Women in leadership often face a unique and persistent challenge: the double bind of communication expectations. While assertiveness is celebrated in male leaders, women who exhibit similar behaviors are frequently labeled as “aggressive” or “abrasive” (Lim, 2025). Conversely, when women soften their tone to avoid criticism, they risk being perceived as lacking authority or confidence (Muselman, 2025). This disconnect creates a frustrating paradox for women striving to lead effectively while remaining true to themselves.

The Criticism Behind Tone and Assertiveness

Feedback such as “don’t communicate so aggressively” often stems from entrenched gender norms that equate leadership with traditionally masculine traits like dominance and decisiveness (Eagly, 2024). Women who challenge these norms by speaking directly or advocating strongly for their ideas may encounter resistance, even when their approach mirrors that of male counterparts (Mann, 2025). These criticisms are not always malicious; they can reflect unconscious bias or cultural expectations within organizations.

Rather than internalizing such feedback as a personal failing, women can view it through the lens of managing up understanding their manager’s perspective while maintaining authenticity (Forbes Coaches Council, 2025). This approach allows leaders to take criticism “with a grain of salt,” using it as data rather than a directive, and to refine their communication style without compromising their values.

Authentic Leadership as the Antidote

Authentic leadership emphasizes self-awareness, transparency, and alignment between values and actions (Avolio & Gardner, 2005). For women, authenticity is not just a leadership style—it’s a survival strategy in systems that often demand conformity. Leading authentically means rejecting the notion that success requires mimicking dominant norms and instead embracing one’s natural strengths, such as empathy, collaboration, and integrity (Batra, 2025).

Authenticity also mitigates burnout. Research shows that behaving in ways misaligned with personal values is exhausting and unsustainable (Center for Creative Leadership, 2025). Women who cultivate authentic leadership practices—such as clarifying priorities, setting boundaries, and communicating with intentionality—are better equipped to thrive and inspire trust.

Managing Your Boss While Building Authentic Leadership

One of the most overlooked leadership skills is the ability to manage upward—strategically, influencing and aligning with your boss while staying true to your own leadership identity. For women developing an authentic leadership style, this concept is especially powerful because it shifts the narrative from passive compliance to proactive partnership.

Why Managing Up Matters
Managing your boss isn’t about manipulation; it’s about creating clarity, trust, and mutual success. When you understand your boss’s priorities, communication style, and decision-making process, you can anticipate needs and position your ideas effectively. This not only strengthens your credibility but also ensures your team’s work aligns with organizational goals.

Authenticity as a Strategic Advantage
Women often face pressure to conform to traditional leadership norms—assertive yet not “too assertive,” collaborative but not “too soft.” Managing up authentically means rejecting these rigid expectations and leading from your values. Instead of mimicking someone else’s style, leverage your strengths—whether that’s empathy, strategic thinking, or adaptability—to build influence without sacrificing integrity.

Practical Strategies for Managing Up Authentically

• Clarify Expectations: Schedule regular check-ins to understand priorities and successful metrics.
• Communicate Your Vision: Share how your approach supports organizational goals while reflecting your leadership values.
• Offer Solutions, Not Problems: Frame challenges with actionable recommendations to demonstrate initiative.
• Build Trust Through Transparency: Be honest about constraints and progress; authenticity thrives on openness.

Managing your boss is not about diminishing your voice—it’s about amplifying it in a way that fosters collaboration and positions you as a trusted leader. When done well, it becomes a cornerstone of authentic leadership development.

Remote vs. Leadership In-Person: Different Dynamics

The rise of remote work adds another layer of complexity. In-person leadership often relies on visible presence, spontaneous interactions, and nonverbal cues to establish authority and rapport (Gaffney, 2025). Remote leadership, by contrast, demands heightened clarity, trust-building, and intentional communication to compensate for the absence of physical proximity (Younger, 2025). Women leaders navigating remote environments may find that tone and word choice carry even greater weight when visual context is limited, amplifying the risk of misinterpretation.

Authentic leadership principles apply in both settings, but remote leadership requires additional strategies:

• Structured communication to prevent ambiguity.
• Empathy-driven engagement to maintain connection.
• Technology fluency to foster collaboration across distances.

Managing Your Boss While Building Authentic Leadership

One of the most overlooked leadership skills is the ability to manage upward—strategically influencing and aligning with your boss while staying true to your own leadership identity. For women developing an authentic leadership style, this concept is especially powerful because it shifts the narrative from passive compliance to proactive partnership.

Why Managing Up Matters
Managing your boss isn’t about manipulation; it’s about creating clarity, trust, and mutual success. When you understand your boss’s priorities, communication style, and decision-making process, you can anticipate needs and position your ideas effectively. This not only strengthens your credibility but also ensures your team’s work aligns with organizational goals.

Authenticity as a Strategic Advantage
Women often face pressure to conform to traditional leadership norms—assertive yet not “too assertive,” collaborative but not “too soft.” Managing up authentically means rejecting these rigid expectations and leading from your values. Instead of mimicking someone else’s style, leverage your strengths—whether that’s empathy, strategic thinking, or adaptability—to build influence without sacrificing integrity.

Practical Strategies for Managing Up Authentically

• Clarify Expectations: Schedule regular check-ins to understand priorities and success metrics.
• Communicate Your Vision: Share how your approach supports organizational goals while reflecting your leadership values.
• Offer Solutions, Not Problems: Frame challenges with actionable recommendations to demonstrate initiative.
• Build Trust Through Transparency: Be honest about constraints and progress; authenticity thrives on openness.

Managing your boss is not about diminishing your voice, it’s about amplifying it in a way that fosters collaboration and positions you as a trusted leader. When done well, it becomes a cornerstone of authentic leadership development.

Moving Forward

The disconnect between expectations and reality for women leaders will not disappear overnight. However, by reframing criticism as context rather than command, embracing authentic leadership, and adapting to the nuances of remote and in-person environments, women can lead with confidence and integrity.

Organizations also bear responsibility. Leadership development programs must dismantle systemic biases and create cultures that value diverse leadership styles. Authenticity should not be a liability—it should be the standard.

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References

• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. https://doi.org/10.1016/j.leaqua.2005.03.001
• Batra, B. (2025). Authentic leadership styles: Women redefining leadership. Femena Magazine. https://femenamag.com/authentic-leadership-styles-women-redefining-leadership/
• Center for Creative Leadership. (2025). 4 ways that women can lead authentically. https://www.ccl.org/articles/leading-effectively-articles/authentic-women-re-energizing-work-and-home/
• Forbes Coaches Council. (2025). 20 tips to manage up and build strong relationships with leadership. Forbes. https://www.forbes.com/councils/forbescoachescouncil/2025/06/24/20-tips-to-manage-up-and-build-strong-relationships-with-leadership/
• Gaffney, S. (2025). In-person vs. remote: What matters most to the bottom line? American Business Magazine. https://www.americanbusinessmag.com/in-person-vs-remote-what-matters-most-to-the-bottom-line/
• Lim, B. (2025). Too bold or not bold enough? The leadership trap for women. Forbes Australia. https://www.forbes.com.au/news/leadership/too-bold-or-not-bold-enough-the-leadership-trap-for-women/
• Mann, K. (2025). Assertive, not aggressive: Women leaders’ path to authentic communication. LinkedIn. https://www.linkedin.com/pulse/assertive-aggressive-women-leaders-path-authentic-kiran-mann-ffwlc
• Muselman, C. (2025). From aggressive to respected: Shifting perception through tone and mannerisms. WorkersCompensation.com. https://www.workerscompensation.com/daily-headlines/from-aggressive-to-respected-shifting-perception-through-tone-and-mannerisms/
• Younger, H. (2025). Remote leadership vs in-person: What to do differently. https://heatheryounger.com/remote-leadership-vs-in-person-what-to-do-differently/

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By: Dr. Stephanie Diana Eubank DBA

Remote Work and Relationship Building: Debunking Misconceptions

The debate over remote work’s impact on relationships, both personal and professional, has intensified in recent years. In a recent interview on Real Time with Bill Maher, Scott Galloway suggested that remote work hinders the ability to build meaningful connections (Maher, 2025). While Galloway’s perspective reflects traditional workplace norms, it overlooks critical shifts in how relationships-romantic and professional, are formed in the modern era.

Misconceptions About Remote Work and Relationships
Galloway’s argument assumes that physical proximity is essential for relationship development. Historically, many romantic relationships began in the workplace, but this trend has declined significantly. Research shows that online dating has become the most common way couples meet in the U.S., with nearly half of all relationships starting online (Wisniewska, 2025). This shift has been positive for workplace culture and the economy, reducing risks associated with office romances, such as conflicts of interest and harassment concerns.

The Rise of Online Dating
Online dating platforms dominate the romantic landscape, with apps like Tinder, Bumble, and Hinge leading the way. According to Pew Research Center, 30% of U.S. adults have used online dating platforms, and 12% have entered long-term relationships or marriages through them (Pew Research Center, 2023). Personally, I met my husband online in 2019, and we recently celebrated our fifth wedding anniversary, a testament to the success of digital matchmaking.

Remote Work and Business Relationship Building
Contrary to Galloway’s claims, remote work does not eliminate opportunities for professional networking; it transforms them. Companies now invest in virtual networking events, online collaboration platforms, and remote team-building activities to foster connections (World Reporter, 2025). These initiatives enhance morale and support career growth without requiring physical presence.

Moreover, remote work promotes work-life balance, enabling employees to cultivate friendships and hobbies outside of work. European countries exemplify this approach, prioritizing flexible schedules and personal well-being to reduce burnout and encourage social engagement (Remote, 2025).

Why Work Friends Shouldn’t Be Your Closest Friends
While collegiality is important, making workplace peers your primary social circle can create unhealthy dynamics. Competition for promotions and resources often strains these relationships. Encouraging employees to build strong networks outside of work supports mental health and reduces workplace drama.

Conclusion
Remote work does not erode relationships; it redefines them. Romantic partnerships increasingly begin online, and professional connections thrive through intentional virtual strategies. Galloway’s perspective reflects an outdated paradigm that fails to account for technological and cultural evolution. Embracing remote work and its networking potential is not only feasible—it is essential for modern business success.

References

Maher, B. (2025, November 14). Real Time with Bill Maher [Television series episode]. HBO.

Pew Research Center. (2023). Key findings about online dating in the U.S. Retrieved from https://www.pewresearch.org

Remote. (2025). European Life-Work Balance Index 2025. Retrieved from https://remote.com/resources/research/european-life-work-balance-index

Wisniewska, M. J. (2025). Percentage of relationships that start online: Latest statistics. Break the Cycle. Retrieved from https://www.breakthecycle.org

World Reporter. (2025, April 14). The impact of remote working on businesses. Retrieved from https://worldreporter.com

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By: Dr. Stephanie Diana Eubank DBA

In the age of remote and hybrid work, collaboration platforms like Microsoft Teams have become essential tools for communication, project management, and productivity. But as organizations increasingly leverage these platforms to monitor employee activity, a troubling trend has emerged: the transformation of Teams into ‘bossware.’

Bossware refers to software used by employers to surveil workers—tracking keystrokes, mouse movements, time spent in meetings, and even presence indicators. While Microsoft Teams wasn’t initially designed for this purpose, its integration with Microsoft 365’s productivity analytics and its real-time status features have made it a convenient tool for digital oversight. And that’s where the problem begins.

The Slippery Slope of Surveillance

When Teams is used to monitor employee behavior—such as how often someone is ‘available,’ how long they’re in meetings, or how quickly they respond to messages—it shifts from being a collaboration tool to a control mechanism. This undermines trust, erodes psychological safety, and can lead to a toxic work environment. Surveillance doesn’t measure productivity—it measures presence. And presence isn’t always a proxy for performance.

Why This Approach Fails

1. It penalizes neurodivergent workers. For employees with ADHD, autism, or other neurodivergent traits, productivity often looks different. They may work in bursts, need breaks to regulate focus, or prefer asynchronous communication. Bossware-style monitoring punishes these natural rhythms and reinforces ableist norms (Vargas-Salas et al., 2025; Marschall, 2025).

2. It discourages deep work. Constant status checks and pressure to appear ‘active’ can lead to performative busyness. Employees may feel compelled to stay online or in meetings just to be seen, rather than doing meaningful, focused work.

3. It erodes trust. Surveillance signals that leadership doesn’t trust its team. This can lead to disengagement, burnout, and high turnover—especially among remote workers who already face challenges in visibility and inclusion (Millington, 2025).

4. It’s a poor substitute for good management. If managers rely on Teams to tell them who’s working, they’re missing the bigger picture. Effective leadership involves setting clear goals, offering support, and evaluating outcomes—not micromanaging activity.

What Should Teams Be Used For?

Microsoft Teams shines when it’s used for:

– Facilitating communication across time zones and work styles.

– Supporting collaboration through shared documents, channels, and meetings.

– Creating inclusive workflows that accommodate different needs and preferences.

– Empowering autonomy by enabling asynchronous updates and flexible scheduling.

A Better Way Forward

Instead of using Teams as bossware, organizations should:

– Focus on outcomes, not activity.

– Design inclusive policies that respect neurodiversity and remote work realities.

– Train managers to lead with empathy and clarity, not control.

– Use analytics ethically, with transparency and consent.

Remote work isn’t about replicating the office online—it’s about reimagining work for flexibility, equity, and sustainability. Turning collaboration tools into surveillance systems is a step backward.

References

Millington, Q. (2025). Bossware: How workplace surveillance harms wellbeing and productivity. HRZone. https://hrzone.com/bossware-how-workplace-surveillance-harms-wellbeing-and-productivity/

Marschall, A. (2025, June 18). Neurodivergence in the workplace. Psychology Today. https://www.psychologytoday.com/us/blog/neurodiversity-affirming-therapy/202506/neurodivergence-in-the-workplace

Vargas-Salas, O., Alcazar-Gonzales, C., Fernández-Fernández, F. A., Molina-Rodríguez, F. N., Paredes-Velazco, R., & Carcausto-Zea, M. L. (2025). Neurodivergence and the workplace: A systematic review of the literature. Journal of Vocational Rehabilitation, 63(1), 83–94. https://doi.org/10.1177/10522263251337564

Mukherjee, A. (2025, November 4). Does Microsoft Teams’ location tracking overcomplicate employee surveillance? The HR Digest. https://www.thehrdigest.com/does-microsoft-teams-location-tracking-overcomplicate-employee-surveillance/

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By: Dr. Stephanie Diana Eubank DBA

The Yahoo News article “Meet the Millennial Managers Stuck Between Boomer Bosses and Gen Z Workers” (Lichtenberg, 2025) accurately captures the unique pressures faced by millennial managers. However, the discussion must go deeper. The stress these managers face is symptomatic of broader systemic issues—economic instability, workplace PTSD, burnout, and the mismanagement of remote work—that are harming the workforce and threatening organizational safety.

Burnout is more than fatigue—it is a safety risk. According to the American Psychological Association (2023), burnout results from chronic workplace stress and leads to emotional exhaustion, detachment, and reduced efficacy. It is associated with increased risks of depression, insomnia, heart disease, and cognitive impairments that can compromise workplace safety.

Remote work, while offering flexibility, can also isolate employees and blur boundaries between work and life. This often happens when leadership does not understand that remote work modality is not a translation of in person work but an entirely different form of work. Without proper structure and support, remote environments can intensify disconnection and anxiety. My research at DrStephanieBeardBareRemoteResearch.org highlights how remote mismanagement contributes to burnout and workplace disengagement.

Economic stress further compounds these issues. Pinheiro, Ivandic, & Razzouk (2017) found that mental disorders such as depression and anxiety are leading causes of productivity loss in the workplace. Job stress, poor organizational dynamics, and lack of career development opportunities are major contributors to poor mental health and low productivity.

Unresolved trauma and chronic stress can escalate into workplace violence. The CDC (Schulte et al., 2024) reports that workers exposed to high job strain and psychosocial hazards are at increased risk for PTSD, depression, and violent incidents.

To address these challenges, organizations must invest in trauma-informed leadership, mental health resources, and inclusive remote work policies. Practical steps include:
– Conducting regular burnout assessments
– Offering flexible work arrangements
– Providing access to mental health professionals
– Training managers in empathy and psychological safety
– Creating mentorship programs and career development pathways

Millennial managers are not just stuck—they are signaling a deeper organizational crisis. By listening to their experiences and implementing strategic reforms, we can build healthier, safer, and more productive workplaces.

References

American Psychological Association. (2023, May 12). Employers need to focus on workplace burnout: Here’s why. https://www.apa.org/topics/healthy-workplaces/workplace-burnout

Pinheiro, M., Ivandic, I., & Razzouk, D. (2017). The economic impact of mental disorders and mental health problems in the workplace. In D. Razzouk (Ed.), Mental health economics: The costs and benefits of psychiatric care (pp. 415–430). Springer. https://doi.org/10.1007/978-3-319-55266-8_28

Schulte, P., et al. (2024). An urgent call to address work-related psychosocial hazards and improve worker well-being. CDC. https://blogs.cdc.gov/niosh-science-blog/2024/04/10/workplace-psychosocial-hazards/

Lichtenberg, N. (2025, September 20). Meet the millennial managers stuck between a rock and a hard place. Yahoo News. https://uk.news.yahoo.com/meet-millennial-managers-stuck-between-123000199.html

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