Leaders: Want to Close the "Ambition Gap"? Make Work Worth Loving!
Want to hear my solution for the increasing gender "Ambition Gap" that the latest Women in the Workplace report from McKinsey/LeanIn shared?
Passion.
McKinsey/Lean In's "ambition gap" states that women are "less interested" in promotion to men (6% less interested, by the data.) The report points to declining sponsorship, fewer women in early people-leadership roles and the very real impact of burnout – all valid. But, it misses one huge reason behind the hesitation:
The widening gap between what a promotion actually involves and the work people want more of in their lives.
Is it Really an "Ambition" Gap?
The high-performing women leaders I know are ALL ambitious, without a doubt. However, when they look at their corporate career path, they're asking questions like:
Will this new role give me more room to contribute in a way that feels meaningful?
Will I get more opportunities to bring my full power, skillset and energy to the team?
Will I have more authority to focus on the work I feel passionate about?
Will I be able to spend more time immersed in solving problems, creating something new or improving something that matters?
In many cases, the answer is no. Sure, the compensation may improve, as well as the perceived authority. But, the trade-off in how they will feel about their work – the uncertainty of that positive impact for them and others – may well hold them back.
When that's the reality, hesitation makes complete sense. But the thing is, it shouldn't reflect the individual (the fact they're no longer "interested"). It reflects an organizational opportunity.
Passion's Role in the Workplace
This is where passion becomes a very practical tool.
By passion, I mean the sense of contribution, connection and energy people feel about work that lights them up. When someone spends more time on work that aligns with their strengths, values and interests, they often show more confidence, curiosity and commitment. They can picture themselves in a bigger role because the future looks grounded in work that feels worthwhile and, just as importantly, feels like them.
Research shows that meaningful work is one of the strongest drivers of sustained performance and retention, and this holds true at every career stage (check out MDPI’s research on meaningful work and employee engagement) and the National Institutes of Health’s published research on meaningful work, well-being and turnover intention.
Passion alone will not fix the global, structural issues of inequity; those require serious attention and long-term change. But, it can be the catalyst for deeper individual contribution, genuine team support, and a truer commitment to an organizational mission.
How Leaders Can Respond
If ambition feels uncertain in your organization, take a closer look at how leaders are supporting these conversations and how roles and teams are shaped. A few places to begin:
Train your people leaders to have productive, honest conversations with their direct reports about what lights them up. Give leaders the tools to help people identify and articulate the work they care about, without it being seen as a risky thing to admit.
Allow teams to invest in work that often gets pushed to the sidelines. Non-negotiable “Passion Time” can be a simple and powerful way to create space for meaningful work.
Treat meaningful work as part of development planning, not something extra people must squeeze in around their “real job.” Better yet – work the practice of "leading with passion" into your leadership competencies.
When organizations invest in this way, advancement starts to look like a path toward better work rather than a step away from what people truly love.