Misogyny is a Security Risk: Why Workplace Culture is a Leadership and Risk Management Issue

In security and executive leadership, we talk a lot about risk: operational risk, cyber risk, reputational risk. But there’s one pervasive, often-overlooked risk that corrodes resilience, weakens decision-making, and drives away top talent—a misogynistic workplace culture.

This isn’t just a matter of fairness or corporate social responsibility. It’s a fundamental issue of trust, integrity, and risk management. A workplace that systematically undermines women, whether through exclusion, bias, or outright hostility, is a weaker, less secure organisation.

What Does a Misogynistic Workplace Look Like?

In security and leadership environments, misogyny is rarely overt. It doesn’t always present as explicit discrimination or outright harassment (though those still happen). Instead, it manifests in insidious ways that quietly erode organisational strength:

• Women as Replaceable – When women leave, the response is indifference rather than reflection on why. Women are replaceable.

• Unequal Standards in Performance and Risk Appetite – Women must consistently overperform to be seen as competent, while men are assumed capable by default. Risk-taking is rewarded in men but seen as reckless in women.

• Dismissal of Women’s Expertise – Even in technical roles, women find their knowledge questioned more frequently. Their warnings—whether about cyber threats or organisational blind spots—are ignored until a crisis forces recognition.

• Penalising Assertiveness and Leadership – A decisive man is a strong leader; a decisive woman is “aggressive” or “difficult.” In security, where swift decision-making is critical, this bias is particularly damaging.

• Exclusion from Critical Networks and Decision-Making – The informal conversations where key decisions take shape often exclude women. They may have a seat at the table but not real influence.

• Normalisation of Sexism, Harassment, and Disrespect – Sexist “banter” is tolerated, and concerns about workplace culture are dismissed as overreactions. Women learn to pick their battles, at the cost of psychological safety.

• Blaming Women for Inequality – The narrative shifts responsibility onto women: “They don’t apply for promotions.” “They aren’t interested in security leadership.” “They leave to have children.” Structural barriers are ignored.

• Expectation of Emotional Labour – Women are expected to de-escalate conflicts, maintain team morale, and provide support—without recognition or reciprocation.

• Resistance to Structural Change – When issues are raised, the response is defensiveness or claims that “we hire the best person for the job,” despite clear disparities.

Why This Is a Security and Business Risk

For security professionals and executives, culture isn’t a soft issue—it’s a critical risk factor. A misogynistic workplace creates:

1. Weakened Decision-Making – Diversity strengthens security decision-making. If women’s voices are ignored, security risks are assessed through a narrower, less effective lens.

2. Talent Drain and Skills Shortages – Women leave toxic workplaces. In an industry already struggling with talent shortages, driving women away is a self-inflicted wound.

3. Loss of Trust and Credibility – Security leaders are responsible for protecting systems, data, and people. A culture that tolerates discrimination undermines trust, internally and externally.

4. Regulatory and Reputational Risks – Organisations that fail to address workplace culture issues face legal, compliance, and reputational consequences. Misogyny isn’t just an HR issue; it’s a governance failure.

5. Increased Insider Threat Risks – A culture of exclusion and bias breeds resentment and disengagement, increasing the likelihood of insider threats, whether malicious or accidental.

What Can Executives and Security Leaders Do?

Addressing misogyny isn’t about performative gestures—it’s about embedding equity into leadership, risk management, and security strategy. Here’s where to start:

• Acknowledge the Problem – Use data to assess gender representation, pay equity, and promotion rates. Recognise bias in decision-making.

• Strengthen Accountability – Hold leaders responsible for fostering an inclusive culture. Make cultural risks as much a priority as financial or cybersecurity risks.

• Address Bias in Hiring and Promotions – Use structured, objective criteria to evaluate talent. Stop assuming women “lack interest” in security and leadership.

• Foster Inclusive Security Cultures – Ensure diverse voices are heard in risk assessments, crisis response, and strategic planning.

• Create Safe Reporting Mechanisms – Build trust in reporting processes so women feel safe raising concerns about workplace culture.

• Model the Right Behaviours – Senior leaders must actively challenge misogyny, not just passively avoid it.

Culture Is a Security Issue

Security leaders are trained to anticipate risks, identify vulnerabilities, and build resilience. That responsibility doesn’t stop at firewalls and incident response plans.

A misogynistic culture is a weak culture. A weak culture is a security risk.

If you wouldn’t ignore a technical vulnerability, why ignore a cultural one?