How does motherhood affect women’s careers while fatherhood does not affect men’s?

september 10, 2026

Motherhood has a demonstrably negative effect on women’s careers, while fatherhood often gives men’s careers a positive boost. This phenomenon, commonly known as the motherhood penalty versus the fatherhood bonus, is rooted in deeply ingrained gender expectations: mothers are seen as less dedicated to their work, while fathers are regarded as more stable and reliable employees. In this article, we answer the most frequently asked questions about how motherhood affects women’s careers and what can be done about it.

Why does motherhood negatively affect careers while fatherhood does not?

Motherhood has a negative effect on women’s careers because it changes how employers perceive their dedication and competence, while fatherhood does not produce this effect in men. Fathers are actually seen as more responsible and motivated after the arrival of a child. This difference in treatment is not based on performance, but on persistent gender stereotypes.

At the heart of this difference is what researchers call the motherhood penalty and the fatherhood bonus. When a woman becomes a mother, employers unconsciously activate the image of a caring, less available employee. For men, this mechanism works in exactly the opposite way: a father evokes associations with stability, a sense of responsibility, and financial motivation.

This has real consequences. Mothers are less likely to be offered promotions, are approached less often for leadership roles, and earn less on average than childless women with comparable qualifications. Fathers in similar situations actually tend to earn slightly more than childless men. It is a paradox that is difficult to explain on the basis of objective performance, but easy to understand in light of the social expectations that are still tied to gender.

What is the motherhood penalty and how significant is it?

The motherhood penalty is the loss of earnings and career progression that women experience after the birth of a child, while men experience little to none of this loss. This effect is visible and significant: women see their income and working hours decline structurally after becoming mothers, while fathers’ work patterns barely change.

Part-time work plays a particularly prominent role in this dynamic. A large proportion of mothers work part-time, and while this may be a conscious choice, it is also a consequence of a labor market that treats full-time presence as the norm. This affects women more than men, because the division of caregiving at home remains unequal. Mothers take on a larger share of unpaid care responsibilities on average, which has direct consequences for their availability in the workplace.

The result is not only a lower hourly wage or fewer hours, but also fewer opportunities for advancement, lower pension accrual, and a weaker negotiating position. The motherhood penalty is therefore not a one-time setback, but an effect that is felt throughout the entire course of a woman’s career.

What unwritten workplace rules put mothers at a disadvantage?

Mothers are disadvantaged in the workplace by unwritten rules that treat full-time presence, unlimited availability, and career ambition above personal life as the norm. Anyone who does not fit this profile is quickly judged as less serious or less ambitious, even when their actual performance is excellent.

Several of these unwritten rules are particularly influential:

The presence norm: Anyone who leaves early or works from home is seen as less committed. Mothers who adjust their working hours around school schedules or childcare fall outside the unwritten definition of an “ideal employee.”
The ambition norm: Women with children are unconsciously expected to dial back their ambitions. Those who do not are met with surprise or resistance, while an ambitious father is simply taken for granted.
The availability norm: Meetings scheduled outside school hours, last-minute travel, and evening events are standard practice in many workplaces. Mothers who cannot accommodate these miss out on visibility and influence.
The loyalty norm: Motherhood is sometimes unconsciously interpreted as a signal that work is no longer the top priority. This erodes the trust employers place in mothers when it comes to positions of responsibility or strategic importance.

What makes this particularly challenging is that these rules are rarely stated explicitly. They live in the culture of an organization — in how meetings are scheduled, in who gets invited to informal gatherings, and in how performance is evaluated. Those who are unaware of the unwritten rules are playing the game at a disadvantage.

How does part-time work affect mothers’ career prospects?

Part-time work significantly reduces mothers’ career prospects because most organizations have structured their advancement pathways, leadership positions, and strategic roles around full-time employees. Those who work fewer hours become less visible, have less influence over decision-making processes, and are less likely to be considered for promotion.

A large proportion of mothers work part-time, which is exceptionally high by international standards. This has benefits for work-life balance, but it also has a structural downside. Part-time workers accumulate less pension, have less negotiating power, and are implicitly regarded as less ambitious in many organizations, regardless of their actual effort and quality of work.

Furthermore, part-time work tends to be concentrated in sectors and roles with lower wages and limited growth opportunities. Women who work part-time are therefore less likely to be considered for the positions that offer real influence and income. The result is a self-reinforcing cycle: part-time work leads to less advancement, which leads to lower income, which increases financial dependence and makes it harder to choose to work more hours.

What can women do themselves to reduce the motherhood penalty?

Women can reduce the motherhood penalty by staying strategically visible, actively communicating their ambitions, and consciously understanding and navigating the unwritten rules of their organization. This does not mean that women bear responsibility for the inequality itself, but that acting strategically can lessen the personal impact of structural disadvantages.

Concrete steps that make a difference:

Communicate your ambitions explicitly. Have a conversation with your manager about your career goals, even if you have just returned from maternity leave. Show that motherhood and ambition go hand in hand for you.
Maintain your visibility. Make sure you are present at the moments that matter: strategic meetings, informal touchpoints with decision-makers, internal networks. Visibility is one of the most underestimated career factors.
Learn to negotiate. Women ask for raises or better terms of employment less often than men. After a period of leave or when transitioning to part-time work, this is especially important to avoid falling persistently behind.
Know the unwritten rules. Every organization has a political dynamic that is never written into any job description. Understanding how decisions are really made and who holds influence allows you to steer your own advancement more effectively.
Build a strong network. Sponsors and mentors — people who mention your name when an opportunity arises — are crucial. Actively invest in relationships with people who have influence over your career.

What do organizations need to change to break the cycle of inequality?

Organizations need to address the structures, culture, and unwritten norms that systematically disadvantage mothers. Good intentions are not enough: as long as full-time presence remains the standard for advancement and leadership, the motherhood penalty will persist, regardless of how much diversity policy exists on paper.

The most effective changes are:

Flexible working culture as the norm, not the exception. Flexibility must be available to everyone, not just mothers. If only women make use of flexible arrangements, this actually reinforces the stigma.
Equal parental leave policies. When fathers take as much leave as mothers, the norm around caregiving shifts and career interruption becomes less exclusively associated with women.
Transparent performance and promotion criteria. When promotion depends on subjective assessment and visibility, mothers are systematically disadvantaged. Objective criteria and deliberate evaluation processes make a real difference.
Awareness of unconscious bias. Managers need to be aware of the mechanisms behind the motherhood penalty and the fatherhood bonus. Without awareness, behavior does not change.
Active sponsorship of female talent. Organizations that actively guide women into leadership positions — including mothers returning from leave — break the pattern of missed opportunities.

How Intouch Women helps address the motherhood penalty

We see every day how ambitious women get stuck on exactly the mechanisms described in this article: unwritten rules they are unaware of, a political dynamic they cannot see through, and a system that structurally disadvantages them. That is precisely why we developed the Masterclass Stratego for Women.

In this intensive six-month program, we help women to:

Understand the unwritten rules of their organization and respond to them strategically
Articulate their ambitions clearly and make them visible to the right people
Negotiate more effectively on salary, role, and terms of employment
Build and leverage their network strategically
Develop personal leadership in a way that feels authentic to them

The Masterclass Stratego for Women takes place in small groups of no more than twelve women, allowing space for personal experiences and genuine depth. With nearly 30 years of experience, we offer concrete tools that can be applied immediately — not vague theory. Would you like to know more about how we can support you or the women in your organization? Get in touch with us and discover what the Masterclass Stratego for Women can do for you.

Veelgestelde vragen

How soon after the birth of my child will I notice the effects of the motherhood penalty?

The effects can become visible even before the birth, when employers unconsciously invest less in the development of a pregnant employee. After maternity leave, the impact often becomes more concrete: fewer promotion opportunities, delayed salary increases, or being passed over for strategic projects. The earlier you address this by communicating your ambitions explicitly and staying visible, the better you can limit the long-term consequences.

What if my manager genuinely does not realize they are disadvantaging me as a mother?

Unconscious bias is by definition unintentional, but that does not make the consequences any less real. In that case, it helps to have the conversation in a concrete and factual way: name specific situations, link them to your performance, and state your expectations for the future. Also actively ask for feedback and make your career goals a topic of discussion, so that your manager engages consciously with your development rather than operating on autopilot.

Is the motherhood penalty equally present in every sector?

No, the extent to which the motherhood penalty plays a role varies by sector and organizational culture. In strongly hierarchical sectors with a long-hours culture — such as finance, consulting, or corporate business — the effect is generally greater than in sectors with more structured working hours and transparent evaluation systems. Nevertheless, the penalty is present to some degree in virtually all sectors, because the underlying gender stereotypes are rooted more broadly in society than in any one specific industry.

Can I raise the motherhood penalty with HR or management without damaging my position?

Yes, but the approach and timing are crucial. It is more effective to have the conversation from a place of facts and concrete examples rather than emotion or accusation. Link it to a broader conversation about inclusive policy or career development, and ideally do this in a one-on-one setting with someone who has influence. If your organization has a confidential advisor or a diversity policy, you can also use those structures to raise the topic safely.

How can I, as a partner or father, help reduce the motherhood penalty?

One of the most powerful contributions fathers can make is actively and equally taking parental leave and sharing caregiving responsibilities at home. When the division of care at home is more balanced, the mother has more room to continue her career. In addition, fathers can play a role in the workplace by making use of flexible working arrangements themselves, by being mindful of how meetings are scheduled, and by calling out bias in colleagues when it becomes visible.

What are the most common mistakes mothers make when returning from maternity leave?

A common mistake is underestimating the importance of a strong return: many women go back modestly, take a wait-and-see approach, and step back out of caution. This actually reinforces the perception that motherhood and ambition are incompatible. Another pitfall is neglecting your own network during leave. Make sure you have already reconnected with key people in your organization before you return, and actively make your ambitions and availability clear in the first weeks back.

Does switching to a new employer help avoid the motherhood penalty?

A move can help if the culture of your current organization is structurally unfavorable and there is little willingness to change. With a new employer, you have the opportunity to reposition yourself without the existing perceptions that motherhood can sometimes bring. When searching, pay conscious attention to signs of an inclusive culture: how does the organization handle parental leave for fathers, are there women in leadership positions, and how flexible are the working arrangements for everyone?