I’ve been working in ‘female empowerment’ (I am not a fan of this wording, as it sounds more like charity and lacks the business aspect but you get the drill) for the past 10 years, aiming to drive real change in leadership roles for women. The good news: There has been some progress, but it’s been so incredibly slow.
As of 2024, women still hold just 29% of senior management roles globally. And it only gets worse as they climb higher (or not)—just 10.4% of Fortune 500 CEOs are women. Despite all the talk and efforts around gender diversity in leadership, these numbers show that true equality is still frustratingly out of reach, with some statistics barely moving at all. It’s also a missed economic opportunity. Research suggests that achieving gender parity in the workforce could add $12 trillion to the global economy by 2025. Yet, we remain far from realising this potential.
But why are things moving so incredibly slowly despite all these programs, quotas, and ongoing conversations about gender diversity?
the public perception of female leaders - how bad is it really?
The Reykjavík Index for Leadership, launched in 2018, is a tool designed to measure how society views the suitability of men and women for leadership roles.
The 2024 data from the Reykjavík Index shows a concerning trend: rather than progressing, we’re either stuck or, in some places, regressing. The average score across the G7 countries has dropped, suggesting that people are increasingly viewing men as more suitable leaders than women. Shockingly, 50% of people still believe that women aren’t as equipped to lead as men.
But what’s fueling this perception? Several factors contribute to this bias:
deep-seated biases: These biases are often subconscious, shaped by long-standing stereotypes that portray men as more decisive and authoritative, and women as more nurturing and emotional—traits traditionally undervalued in leadership roles.
economic inequality: Persistent economic disparities between men and women reinforce the idea that men are the primary breadwinners and thus better suited for leadership. This economic inequality feeds into the perception that women are less capable of handling leadership responsibilities.
populist politics: The rise of populist movements in various countries often promotes traditional gender roles and dismisses efforts toward gender equality as unnecessary or even harmful. This political climate can stymie progress and reinforce outdated views about women’s roles in society.
social media and toxic content: Social media platforms are often breeding grounds for toxic content that perpetuates stereotypes and amplifies misogynistic views. The proliferation of such content can shape public perceptions, especially among younger generations, and contribute to the regression in attitudes toward female leadership.
cultural resistance to change: In many societies, there is a cultural resistance to changing the status quo. This resistance manifests in both overt and subtle ways, from the lack of female role models in leadership positions to the underrepresentation of women in media portrayals of leaders.
Why is this so bad? Because these perceptions have real-world consequences. When half of society doubts women’s leadership capabilities, it limits opportunities for women to rise to leadership positions. It reinforces a cycle where women are overlooked for promotions, not because they lack the skills or ambition, but because of ingrained biases that undervalue their potential. This perpetuates the gender gap in leadership and stalls progress toward true equality.
Moreover, the belief that men are naturally more suited to lead undermines the confidence of aspiring female leaders. It sends a message to young women that no matter how hard they work or how qualified they are, they might still be seen as less capable purely because of their gender. This not only limits individual growth but also deprives organisations and society of the full spectrum of leadership talent that could drive innovation and success.
breaking the perception: women outperform in leadership
Ok - but what if there is some truth to it and men are just better leaders, you may think (hopefully not, but let’s play it through for a second)?
Well, contrary to the findings by the Reykjavík Index, the research by Zenger Folkman tells a different story—one that needs to be heard more loudly for people in the back. Founded in 2003, Zenger Folkman is a leading authority in leadership development and has spent decades studying what makes leaders effective. Their research is comprehensive, involving data from over a million leaders worldwide, making their findings both robust and credible.
In a key study that assessed nearly 8,700 leaders, Zenger Folkman found that women consistently outscored men in 17 of 19 critical leadership competencies. These competencies include taking initiative, demonstrating resilience, and driving results—qualities that are not just nice-to-have but essential for effective leadership. Women excelled in areas traditionally associated with strong leadership, such as inspiring and motivating others, building relationships, and managing change.
The disconnect between these findings and the public’s perception of female leadership highlights a fundamental issue: the problem isn’t with women’s capabilities, but with the way society - meaning every single one of us - continues to view and evaluate leadership potential.
the need for change: redefining leadership
When we at the female factor realised that changing societal perceptions was just as important as promoting women in leadership, we knew we had to do more. That’s when we started the Leadership Redefined movement. We understood that simply acknowledging the problem wasn’t enough—we had to actively work on changing the systems and mindsets that keep women from advancing. Real change starts with each of us, and everyone has a role to play in redefining what leadership looks like.
Here are a few practical steps we can all take to help close the leadership gap:
1. examine your own biases: Regularly reflect on your assumptions about leadership. Are they influenced by outdated stereotypes? Being aware of these biases can lead to more equitable decision-making.
2. support women’s voices: In meetings or discussions, make sure women’s contributions are heard and valued. This small act can make a big difference in ensuring diverse perspectives are considered.
3. mentor and sponsor women: Go beyond offering advice—use your position to advocate for women’s advancement. Recommend them for projects or promotions, helping to open doors that might otherwise remain closed.
4. address stereotypes and biases: Don’t ignore gender stereotypes or biases when you see them. Pointing them out, whether in casual conversations or formal settings, helps challenge and change the culture.
5. encourage flexible work environments: Advocate for policies that allow for flexibility in the workplace. This can make it easier for women, especially those with family responsibilities, to take on leadership roles.
The Leadership Redefined movement is about more than just increasing the number of women in leadership—it’s about changing how we define and view leadership itself. By taking these steps, we can all contribute to a future where leadership is based on ability and vision, not on gender.
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