It’s a reminder of how temperament, more than skill alone, can define the path we take. And over the centuries, this understanding of personality’s impact has deepened, extending beyond the arts and into every corner of life, including the workplace.

 A recent study of over 10,000 Indian managers revealed that while men and women share the same cognitive abilities, they differ significantly in certain personality traits. These differences, which influence how they approach work and decision-making, challenge long-standing stereotypes about gender and capability. The study confirmed that, intellectually, both men and women are equipped to succeed in any field.

However, their personality traits—men tending to focus on data and the future, women excelling in empathy and attention to detail—suggest why certain career paths seem more appealing to one gender over the other.

These tendencies are not fixed, but they offer insight into why men often gravitate towards roles in strategy and data analysis, while women frequently excel in roles that require care, precision, and interpersonal skills. Men’s orientation towards the future may make them more suited to finance, engineering, or technology, while women’s detail-oriented and empathetic nature often draws them to healthcare, education, or administrative roles.

The gender divide in professions is clear — in fields like engineering and finance, men outnumber women; in nursing and teaching, the reverse is true. Globally, just 18.5% of CFOs in S&P 500 companies are women. In India, the figure is even starker—only 45 out of 2,257 listed companies have female CFOs. Yet, in roles like Chief Marketing Officer and Chief Human Resources Officer, women are often dominant.

But is this because women naturally prefer these roles, or because society subtly pushes them in certain directions? It’s hard to say. These personality traits, while observable, don’t account for the full picture. Many women are as capable of succeeding in finance as they are in caregiving roles, just as many men would thrive in empathetic, nurturing professions. The real issue is whether societal expectations are driving people to conform to roles that fit traditional gender narratives, even when those roles might not align with their true preferences.

Some argue that these trends are purely a product of stereotypes, and that we should focus on breaking these moulds. But it’s important to recognise that personality does play a role in shaping career choices, and those differences aren’t necessarily a bad thing. The key is to allow people to follow their natural inclinations without feeling compelled to either conform or rebel against societal norms. Women shouldn’t feel forced into technology and finance just to “bridge the gap,” nor should men be discouraged from entering fields like nursing or education. Equality doesn’t mean sameness—it means creating an environment where both genders can thrive in roles that reflect their strengths, whether or not they align with traditional expectations.

This journey begins early. If parents and schools can help children understand their strengths, interests, and natural inclinations, young people will be better equipped to make choices that align with their personalities, not with societal pressures. Educational systems should incorporate career guidance based on personality, offering students the chance to explore paths that suit them, not the paths they feel they’re expected to take. This would help break down gendered career stereotypes in a more organic way, creating a workforce that is not just diverse in terms of gender but also in terms of talent, temperament, and approach.

 The same is true for workplaces. The future of work should not be about imposing artificial gender ratios or forcing people into roles that don’t fit their personalities. Instead, organisations should focus on creating cultures where both men and women can capitalise on their natural strengths, even if those strengths follow traditional gender lines. Leadership development should evolve from simply identifying skill gaps to recognising individual strengths and building career paths around them. Companies need to move beyond the rigid boxes of gender expectations and design roles that align with people’s inherent talents.

The most successful teams aren’t those that are built to meet quotas, but those that are composed of individuals who complement each other’s strengths. This is already happening in industries like pharmaceuticals, where research and development teams are highly diverse, not just in terms of gender, but also in personality and approach. The rest of the corporate world would do well to take note.

 Ultimately, the choices men and women make may not always align with traditional expectations or with the push for equality in its most homogenised form. What matters most is that individuals feel free to follow their instincts, to pursue careers that suit their personalities and talents, and to do so in an environment that values diversity in all its forms. Only then can we achieve a workforce that is truly balanced—not by forced measures or quotas, but by fostering a culture that respects and celebrates individual differences.

—This is first of a three-part OpEd series, based on primary research of 10,000 corporate executives in India to understand trends on behavioural patterns and bias. The authors; Dr. Srinath Sridharan (@ssmumbai), is a Policy Researcher & Corporate Advisor, and Bhawana Mishra, is Founder – BasilTree Consulting. The views are personal.