The persistent gender gap can be explained by women’s relative lack of experience, their primary caregiver responsibilities, their bargaining style and plain old discrimination. Women’s traditional career paths have not allowed them to gain the experience necessary for becoming top leaders in many contexts. Research by Harvard’s Hannah Riley Bowles and Kathleen McGinn shows that even in democratic societies, women still face a higher risk of social criticism than do men when attempting to negotiate for career-related resources such as compensation. Women are generally not well integrated into the male networks that dominate organisations, and gender stereotypes about the expression of emotions still hamper women who try to overcome such barriers. Though they seemed to help Clinton in New Hampshire, tears remain dangerous weapons, in the boardroom or on the campaign trail.

As the gradual increase in the number of women in high positions shows, the gender bias is beginning to break down, but it’s too soon to suggest we now live in a ‘woman’s world.’ Even positive stereotypes are bad for women, men and effective leadership. Questions of appropriate style — when to use hard- and soft-power skills — are equally relevant for men and women, and should not be clouded by traditional roles. In some circumstances, men need to act more like ‘women’ and women more like ‘men.’ The key will depend not on gender but on how individuals combine hard- and soft-power skills to produce the best outcome.

Nye is author of ‘Soft Power: The Means to Success in World Politics’ and ‘The Powers to Lead’