While the professional integration and advancement of women are frequently obstructed by traditional sociocultural structures and systemic gender discrimination, emerging research highlights significant barriers within intra-gender dynamics. Among these, "Queen Bee Syndrome" (QBS) represents a critical phenomenon wherein women in senior leadership positions exhibit competitive or exclusionary behaviors toward their female subordinates. This study provides a comprehensive conceptual analysis of QBS, examining the strategic dissociation some female managers adopt to navigate male-dominated hierarchies, often at the expense of other women’s career trajectories.

The primary objective of this research is to delineate the competencies and characteristics of QBS, clarifying its role within contemporary organizational management and its impact on long-term value creation. The study explores the theoretical foundations, causal factors, and multi-dimensional nature of the syndrome, providing a robust framework for understanding how such behaviors suppress female recruitment and limit professional development. Furthermore, the analysis evaluates the broader repercussions of QBS on organizational resilience and workplace culture.

The research concludes with strategic recommendations for mitigating the negative effects of QBS. By recognizing the presence of this syndrome and implementing targeted institutional support and inclusive governance, organizations can foster a more equitable, meritocratic, and productive environment. This conceptual framework contributes to the redesign of leadership development programs, offering a guiding perspective on the ethical and inclusive competencies required of future leaders to ensure sustainable organizational success.