Laboratory managers frequently face retention challenges, particularly when experienced personnel navigate major life transitions. Traditional metrics for evaluating leadership potential often emphasize visibility, availability, and uninterrupted career progression. However, a recent survey suggests organizations may be overlooking leadership-related capabilities among working mothers already within their workforce.
The 2026 Maternal Strengths Report, published by Mothered Media, examines how mothers perceive changes in professional capabilities after becoming parents. The survey collected responses from 354 mothers between February 20 and April 30, 2026, with nearly 79 percent of respondents based in the US. Participants retrospectively assessed their abilities before and after motherhood using a one-to-five scale across a range of leadership-related competencies. Respondents reported higher post-motherhood scores across all measured competencies. Because the findings are based on retrospective self-assessments, the survey reflects participants' perceptions rather than objective measures of workplace performance.
Quantifying leadership-related capabilities
For laboratory managers focused on optimizing lab operations, several findings centered on executive-function and operational skills commonly associated with leadership roles.
The largest reported increase occurred in time management. Average self-assessment scores rose from 1.96 before motherhood to 4.40 afterward, representing a 123 percent increase. Additionally, nearly 89 percent of respondents rated themselves highly confident in managing competing priorities under sustained time pressure.
Strategic allocation of time, energy, attention, and capacity also showed substantial growth. Scores increased from an average of 2.26 before motherhood to 4.53 afterward, a 100 percent increase. More than 94 percent of respondents rated themselves highly skilled in this category after becoming mothers.
In laboratory environments where shifting priorities, staffing limitations, and changing workloads require careful coordination, these types of organizational skills may be particularly relevant.
The report also identified notable gains in several leadership-related competencies:
- Negotiation skills increased by 83 percent, rising from an average score of 2.25 to 4.13
- Communication skills increased by 60 percent, rising from an average score of 2.51 to 4.01
- Prioritization capabilities increased by 56 percent, with 95 percent of respondents reporting high confidence after motherhood compared with 28 percent beforehand
- Conflict management increased by 41 percent, rising from an average score of 2.92 to 4.11
Decision-making under pressure also increased by 28 percent, while self-reported team leadership capabilities increased by 34 percent. Together, these findings point to growth in competencies commonly associated with leadership, communication, and operational management.
Supporting retention through leadership development
When laboratories face turnover or struggle to fill supervisory positions, evaluating employees primarily through the lens of availability or schedule flexibility can cause managers to overlook potential leadership candidates. The report argues that workplace assumptions may sometimes lead managers to equate flexibility with reduced leadership potential or commitment.
Because the survey measured participants' perceptions rather than objective workplace performance, the findings should not be interpreted as evidence that motherhood automatically develops leadership capabilities. However, they may encourage managers to look more closely at the contributions of employees returning from parental leave and to assess their performance based on outcomes rather than assumptions.
Regular check-ins, open conversations about career goals, and close attention to how employees manage priorities, communicate under pressure, and take ownership of responsibilities can help managers identify strengths that might otherwise go unrecognized. If returning employees demonstrate the same capabilities highlighted in the survey, organizations may benefit from continuing to invest in their development through advancement opportunities, stretch assignments, mentoring, and leadership roles.
Rather than assuming caregiving responsibilities limit professional growth, laboratory leaders can evaluate employees based on their demonstrated performance and potential. Doing so may help organizations strengthen leadership pipelines, retain experienced staff, and ensure talented employees are not overlooked as they navigate major life transitions.
This article was created with the assistance of Generative AI and has undergone editorial review before publishing.
