March is Women’s History Month, a time to highlight the crucial role of women leaders in the professional world. Despite some progress made, there is still much work to be done in closing the gender gap in leadership positions.
The latest Women in the Workplace Report for 2023, conducted by McKinsey and LeanIn,
indicates that women now make up a record-high 28% of C-suite executives. According to
Forbes, there have also been advancements at the VP and SVP levels. However, the goal of
achieving gender equality in leadership roles still remains elusive.
One major issue is the ‘broken rung’ problem, where the disparity in leadership positions starts with the initial promotion to management—87 women are promoted for every 100 men. Moreover, ‘The Great Breakup’ refers to female directors leaving their roles faster than new women directors are being promoted.
The significance of women in leadership cannot be emphasized enough. They foster inclusive environments devoid of bias and act as inspirations for upcoming female leaders. Gender stereotypes pose significant obstacles for women, linking leadership qualities like decisiveness and assertiveness to men, and portraying women in less achievement-oriented terms. Numerous studies have revealed that women face penalties for exhibiting the same traits that are praised in men. These biases are deeply ingrained and often subconscious, making them challenging to overcome.
The key lies in increasing the presence of women in leadership roles. Studies have
demonstrated that having women in top leadership positions helps to combat gender
stereotypes. Their presence not only associates leadership qualities with women but also
doesn’t undermine their perceived communal traits, a common issue for women.
‘Female representation is not just an end but a way to systematically challenge ingrained
gender biases and eliminate the notion that women can only be competent or likable.’
Another hurdle is that women often hold back from advocating for themselves, whether it’s
applying for promotions, seeking higher-level roles, or contributing equally in meetings
compared to their male counterparts. This hesitation stems from the fear of facing harsher
consequences for errors that men would be forgiven for, compounded by the lack of female role models.
Billie Jean King, the former world No.1 tennis player, famously said, “You have to see it to be it.” During my 18-year career in the corporate world, I had the opportunity to work in a team led by all women for a brief five months. This short but impactful experience showed me that women can excel in leadership roles. Prior to that, I had never witnessed a female executive or a working mother in a leadership position, highlighting the immense influence of women as role models.
This experience is not unique, as highlighted in a recent article from Harvard Business School emphasizing the significance of women in case studies. Research has consistently shown that exposure to female leaders positively impacts women’s self-image and performance. This has resulted in tangible outcomes, such as narrowing gender disparities in public speaking and mathematical tasks. Furthermore, women tend to assess themselves more positively in terms of qualities essential for career growth, like intelligence and competence.
Evidently, having women in leadership roles not only changes how women are perceived but also boosts their self-confidence, addressing the gender disparity in leadership positions.
