A new longitudinal study provides powerful evidence of the corrosive effects of sexism on teams. This fascinating, crucial research was led by Prof. Ilanit Gordon of Bar-Ilan University. The research, titled “Sexism in teams: Exposure to sexist comments increases emotional synchrony but eliminates its benefits for team performance,” was published in the Proceedings of the National Academy of Sciences.
Prof. Gordon, of the Child Study Center at Yale University School of Medicine, teamed up with Bar-Ilan University graduate student Alon Burns. In addition to their research teams, they worked with Professor Sharon Toker from Tel Aviv University and Professor Yair Berson from McMaster University. As a team, they mapped the dynamics of 177 different all-female dyads as they tried to solve problems together over video chat.
These results show that experiencing sexist remarks as a group leads to greater emotional sync among teammates. Yet, this increased emotional attachment does not make for a better performing team. Instead, it shifts attention away from true systemic change and collaboration to social coping mechanisms.
Prof. Gordon emphasized the implications of their findings, stating, “Sexism doesn’t just harm individuals—it actively rewires how teams function.” This statement highlights the ways in which minimizing sexist or discriminatory conduct creates hostile workplaces. It will require all organizations to take big steps to address it.
This study underscores the importance of implementing zero-tolerance policies against sexual harassment in workplaces. These policies go a long way towards ensuring the integrity and effectiveness of a team. Prof. Gordon noted, “Our findings suggest that emotional synchrony under sexism threat is heightened yet redirected toward social coping, rather than collaborating.”
The research serves as another reminder that though emotional synchrony can be an asset in cooperative environments, sexism breaks down emotional synchrony’s advantages. Or, by fostering a toxic culture, teams might make it difficult for them to use their emotional ties to drive positive change.