In Nairobi, 24-year-old Faith finds herself navigating the complex dynamics of a workplace that often prioritizes congeniality over genuine opinion. During a meeting, as her supervisor called her out to endorse an idea she deemed ineffective, Faith felt trapped. "I didn't want to be seen as difficult or moody," she confessed, reflecting the quiet resignation that many women endure in professional spaces.
Despite being one of the few women in her family to pursue higher education, struggles like Faith’s resonate with her peers. She symbolizes a larger trend documented in a report from McKinsey, which identified the "broken rung" phenomenon hindering women’s ascent from entry-level to management, particularly in rapidly developing nations such as Kenya, Nigeria, and India. The report underscores that although women comprise 50% of entry-level roles in sectors such as healthcare and finance, their representation wanes to a mere 26% at senior levels.
The societal expectation for women to be agreeable has given rise to the term "likeability labour." Sociologist Amy Kean explains that this phenomenon encapsulates the myriad ways women modify their behaviors to be accepted in professional settings. In a UK-based study, it was documented that 56% of women felt pressured to be likable, in stark contrast to only 36% of men.
The burden of likeability also presents itself when women feel compelled to soften their language or over-apologize in discussions. As Kean notes, such self-editing serves as a defense mechanism, preventing them from being viewed as too assertive. This challenge is exacerbated for working-class women who may not be accustomed to modulating their demeanor, further complicating their experiences in the professional sphere.
Dr. Gladys Nyachieo, a sociologist and lecturer in Kenya, points out that women often embody roles of caretakers, leading to expectations of additional unpaid labor within work environments, such as organizing refreshments. While these contributions may be voluntary, they go unrecognized and unremunerated.
Addressing the systemic roots of likeability labour necessitates substantial policy changes, including the promotion of flexible hours and formal mentorship programs. For instance, Dr. Nyachieo actively mentors young women, encouraging them to advocate for themselves and not conform to unrealistic expectations of perpetual niceness.
Faith has benefited from such guidance, learning to balance congeniality with assertiveness. "She's taught me not to feel pressure to be smiley and nice all the time," she reflects on her mentoring relationship. With continued support, women in Kenya like Faith are striving for a future where their contributions to the workplace are valued beyond their ability to smile.
