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Women employed full time in the US report higher employee engagement and stronger motivation for career advancement than men but, at the same time, are more likely than men to say they feel burned out at work, says new data from Gallup.
According to its Q4 2025 data, women lead men by six percentage points in workplace engagement, 34% versus 28%. At the same time, nearly a third of women (31%) versus less than a quarter of men (23%) say they ‘very often’ or ‘always’ feel burned out at work.”
This combination of maintaining strong engagement levels while experiencing increased levels of stress creates a dynamic that is not built for sustained effort per the long term.
It raises important questions about how that sustained effort can be supported, and whether unaddressed burnout could ultimately limit women’s long-term leadership trajectories.
The trend has been consistent across several years, despite fluctuations in engagement levels, consistently maintaining an edge over men’s engagement levels. In fact, the current six-point gap is slightly higher than the average gap over the previous four years.
The trajectory has not been entirely smooth, with both women and men reporting slightly higher engagement at differing points in 2022 and 2023 than they do today.
Even so, the patterns remain clear in more recent data. In the first quarter of 2024, women’s engagement declined to 31%, then rose to 35% in the second quarter and has remained near that level since.
For men the pattern looks different because their engagement also declined over that period, but unlike women’s, it has not rebounded from its early 2024 low.
Development and purpose drive engagement gains
The gap is also visible across several of the underlying drivers of employee engagement. The report points out that across many dimensions of workplace engagement, women are more likely than men to report positive experiences at work.
Gallup’s results show similar patterns, with eight of the 12 elements of employee engagement as measured by its Q12 research system showing women leading men by a significant margin.
Development support appears particularly important and more readily appreciated by the female cohort, who are seven points more likely than men to strongly agree that someone at work encourages their development, 33% versus 26%.
They are also six points more likely to strongly agree that they know what is expected of them at work, at 51% versus 45%.
Taken together, those measurements point to a workforce segment that is engaged and connected to purpose while also experiencing high levels of effort.
Burnout risk grows among mothers and leaders
But, when considering burnout alongside engagement, a more complex picture is created.
Family responsibilities are, not unsurprisingly, having a significant impact on women’s workload and ability to cope. But it isn’t just about doing the school run.
Among full-time employed workers with children, 33% of women versus 25% of men say they ‘always’ or ‘very often’ experience burnout.
But the same eight-point gap also appears among workers without children, at 31% among women and 23% among men.
Even where business sector patterns might vary, the wider dynamic holds. While it is more pronounced in education and healthcare, women report higher burnout than men across several different business and industry sectors.
And when the pressure of leadership is added into the mix, the burnout gap between men and women widens to around ten points.
From 2022 through 2025, an average of 29% of women in leadership roles reported experiencing burnout compared with an average of 19% of men in those roles.
Burnout does not automatically lead to disengagement, but it has the potential to affect long-term performance and retention if not monitored and appropriately addressed.
Despite reporting higher levels of burnout, however, women are more likely than men to say they are ‘extremely motivated’ to pursue career growth opportunities, at 20% versus 16% of men who say the same.
The take home is that despite the obstacles, women appear to be (according to this data at least), a more resilient force in the workplace. But, taking that for granted would be a mis-step for any serious organization.
Monitoring engagement, burnout and career growth motivation can provide leaders with additional insight into long-term workforce sustainability, particularly for women in or approaching leadership positions.
Turning workforce data into early warnings for high-cost employees
Performance levels need protecting through day to day management and communication that can pick up on burnout signals and take steps to adjust workloads accordingly.
Organizations that take those steps may strengthen their leadership pipeline while sustaining performance levels.
Seven burnout distress signals to watch out for
Ongoing fatigue
When workloads remain high for long periods, employees can become physically, emotionally, and mentally drained. Persistent stress may also disrupt sleep, leading to restless nights or insomnia that further deepens exhaustion.
More frequent illness
Burnout can weaken the body’s natural defenses, leaving people more vulnerable to sickness. Symptoms may include recurring headaches, migraines, or stomach-related illnesses.
Growing self-doubt
When pressure and expectations begin to feel overwhelming, workers may start questioning their own ability or value. A sense of helplessness can develop as responsibilities seem increasingly unmanageable.
Loss of motivation
Employees experiencing burnout may begin to view their job with cynicism or negativity. Work that once felt meaningful can start to feel draining, with little satisfaction or sense of accomplishment.
Persistent anxiety about work
Excessive demands can trigger ongoing worry. Over time, employees may begin to associate their job with constant tension or dread, creating long-term anxiety around everyday tasks.
Falling productivity
Burnout often shows up in declining performance. Difficulty focusing, prevarication, or increased lateness and absence can all contribute to reduced output.
Withdrawal from colleagues
Long-term stress can push employees to distance themselves from team interaction or social activities at work. In some cases, individuals may also turn to unhealthy coping habits while quietly stepping back from collaboration.
