Promoting a “flat hierarchy” with fewer layers of managers might sound modern and progressive. It promises agility, equality, and empowerment. Yet, a new study co-authored by Wharton management professor Saerom (Ronnie) Lee suggests that while flat organizations may appeal to some candidates, they can also quietly deter others—particularly women.

“Flat structures might appear egalitarian and inclusive,” Lee says. “But for many women, they can raise red flags about fairness, support, and opportunities for career growth.”

In two labor market experiments, Lee and his co-authors found that highlighting flatter hierarchies with fewer management layers in recruitment materials can significantly reduce the share of women applicants, even as men’s interest remains the same or ticks up slightly.

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