For the past five years, Bain & Company has studied why women’s career paths differ from men’s. One of the more telling findings from their 2014 US gender parity research is that while a significant number of women (43%) aspire to top management in their first two years on the job (versus men who came in at 34%), women’s aspiration levels drop to 16% over time, while men’s levels stay the same. Many will attribute this decline to marriage and starting a family, but Bain analysis suggests that it’s a dearth of women in top management roles in America that contribute to this decline. Survey results point to three critical areas where women in the middle of their career report more negative experiences and perceptions than those who have just entered the workplace: a clash with the stereotype of the ideal worker, a lack of supervisory support and too few role models in their senior level positions.

While companies differ in many ways, there is broad acknowledgement of a deeply ingrained ideal worker. When Bain asked survey respondents to rank the most important characteristics for promotion in their companies, approximately 60% agreed on the top five. These characteristics fell into two categories: maintaining a high profile in the organization and an unwavering commitment to long hours and constant work. To build visibility, ideal workers are willing to take on high profile projects on top of day-to-day work and are adept at self-promotion and networking. They also get to work early and leave late, and are “always on” via email or cell phone.

Lack of supervisory support is more common once women hit mid career than for men. One reason may be a lack of meaningful dialogue between women and their male supervisors. In one study, almost two-thirds of male executives are hesitant to have one-on-one meetings with a more junior woman, and even when dialogue occurs, gender differences may affect the nature and success of the conversations. Many women believe their supervisors don’t know where they are in their career aspirations, or what to say or do to support them.

Finally, survey responses from experienced women indicate that the dearth of women in upper management to serve as role models also hampers progress towards gender parity. Combined with women’s perceived inability to achieve the ideal worker norm and lack of supervisor support, the three factors form a psychological barrier that can be difficult to overcome.

For Bain’s strategies in how to address these three critical areas where women tend to taper off midcareer from their work trajectory, please click here.