Invest in inclusive leadership

Develop leaders who prioritise inclusion, create an environment where innovation thrives, employee engagement soars, and performance improves.

Our knowledge driven Inclusive leadership training is tailored to organisations of all sizes and sectors. We take the time to understand your organisation’s goals and challenges to ensure our training has the greatest impact.

Explore Inclusive leadership training

*The term women is used in this blog to include anyone, regardless of gender/sex, who identifies with this term*

The leadership gap: How to close it for women

For decades, businesses have focused on creating development programs and strategies designed to improve the pipeline of women into leadership roles. However, despite this focus, women still hold only 31% of leadership positions globally, according to the World Economic Forum (2022). When we examine the figures more closely, the numbers get even more disheartening. Only 10% of Fortune 500 CEOs are women, and industries like manufacturing (19%) and infrastructure (16%) have even lower representation (Empowering Women in Industry, 2024). These statistics reflect a broader societal and organisational issue: leadership isn’t just about skills, it’s about identity. For women, it’s not only about making the leap into leadership, but also about how others perceive them in those roles.

1. Leadership is a shift in identity, not just a title

One of the most overlooked aspects of female leadership is that leadership is not just an acquired skill set, it’s an identity shift. Historically, because leadership has been constructed in ways that exclude women, women often struggle to internalise the leadership identity. A woman’s self-image as a leader and how others perceive her are crucial. Women in leadership roles can face isolation, contradictory feedback, and discouragement, simply because they don’t fit the traditional mould of a leader. The narrative around leadership has been overwhelmingly male, and unless this narrative changes, the journey for women into leadership will remain fraught with obstacles.

As Harvard Business Review notes, “People become leaders by internalising a leadership identity and developing a sense of purpose.” But for women, this shift can be especially difficult because they must contend with societal and organisational biases that often deny them the same credibility granted to their male counterparts. In a world where authority is seen as inherently male, how can women ever fully claim leadership?

Foster a workplace where female leaders thrive

At Inclusive Employers, we provide expert consultancy and training programmes designed with data-driven insights and proven strategies to create lasting change. Partner with us to build a more inclusive, high-performing workplace.

Empower your female workforce with inclusive leadership training
Person in a pink blazer, sat at a desk, talking animatedly. We have not described this individual in terms of their gender or ethnicity as we don’t know how they identify.

2. The role of organisational and societal change

Although the statistics on women in leadership may seem grim, progress is being made. Pipeline strategies that focus on the development of women are helping, but they are not enough. We must look beyond the woman and examine the systemic barriers within organisations and society. The pipeline model, while important, is often inadequate because it doesn’t address the broader issue of perception.

For change to occur, men, especially those in positions of influence, need to be actively involved in transforming the culture. Leadership perceptions need to shift to include women. Representation plays a vital role in this process. When there are no visible female leaders around, leadership behaviours will inevitably be seen as masculine. We need to elevate women in leadership positions, or those on a leadership trajectory, to provide more examples of female leadership.

3. Breaking down the challenges

The “easier” roles

Women often take leadership roles that are seen as “easier” or more accommodating to family responsibilities, roles without Profit and Loss (P&L) responsibility or roles that don’t carry as much power. While these positions may allow for a more balanced life, they come at the expense of career advancement and true leadership recognition. Roles with P&L responsibility will always be seen as more important to the success of a business than equivalent roles such as Chief People Officer.

Isolation and contradictory feedback

When a woman is the only one in a leadership team, all eyes are on her, and the weight of expectation can feel overwhelming. This often means women are more critical of themselves as they feel isolated within the team. Furthermore, contradictory feedback is common due to gendered expectations. People may criticise women for being too assertive or too passive, too emotional, or too detached. These inconsistent expectations leave women feeling as though they can never win. The experience can then affect their self-esteem and, in turn, their ability to speak up and be visible within the leadership team.

The motherhood trap

One of the most persistent challenges facing women in leadership is the assumption that motherhood will interfere with their dedication to their work. As the Growth Faculty (2024) points out, this bias can severely hinder a woman’s career progression. The perception that women must choose between family and career is outdated and harmful, and it undercuts their potential in leadership roles. Personally, when I am looking for role models for my future career, if I find women who resonate with me, they rarely have children. As someone who has two children, it can feel, rightly or not, that it isn’t possible to have the career you want as well as children, that you must choose.

Webinar: International Women’s Day 2025

Celebrate International Women’s Day 2025 with a focus on the theme #AccelerateAction. We’ll explore how individuals and organisations can take tangible steps to drive gender equality, amplify women’s voices, and remove barriers to success.

Book your seat
Two people walking confidently down a corridor. They are both smiling. We have not described these individuals in terms of their gender or ethnicity as we don’t know how they identify.

4. What needs to change: Shifting organisational mindsets

Addressing these barriers requires more than just focusing on women and their skills. It requires a broader cultural and organisational shift that involves men and decision-makers at every level.

Sponsorship over mentorship

Mentorship is vital, but sponsorship, where influential leaders actively advocate for the advancement of women, can be even more impactful. Senior leaders’ sponsorship gives women increased visibility, credibility, and resources, propelling them into more significant leadership roles. Simple sponsorship actions such as crediting women when you pass on an idea to the leadership team, or even better, asking her to attend and present her idea, are impactful. To believe a woman can be a leader men need to see her being a leader and see her skills and ideas as having value.

Re-examine leadership criteria

Organisations must examine the criteria for leadership roles to eliminate bias toward male-dominated traits. We should define leadership by a broader range of qualities, including collaboration, empathy, and strategic thinking, qualities women have historically demonstrated but which have been overlooked in favour of more traditional, masculine traits. Talk to us about Unconsious Bias training.

Create projects to increase visibility

One way to combat isolation and raise a woman’s profile is through projects that increase her visibility within the organisation. Whether it’s taking on high-visibility projects, speaking at conferences, or engaging with other senior leaders, creating opportunities for women to showcase their leadership can help shift perceptions and open doors. In businesses that have clients, make sure all high-value accounts have at least one woman on the team, and ideally put her in charge of some or all of the project. Positive client feedback from high-value clients is a surefire way to get her noticed internally.

5. Conclusion: Changing the narrative of leadership

For women to succeed in leadership roles, the journey must be a collective one. Women should continue to develop the skills and qualities that make them strong leaders, but organisations must do more to dismantle the barriers that hold them back. This means shifting the narrative of leadership to be more inclusive and representative of diverse identities.

Our inclusion consultants have extensive knowledge and experience delivering inclusive leadership and management training. We work with leaders in organisations of all sizes and sectors. Our tailored, personal approach sets us apart from other training providers. We prioritise action-focused, sustainable change which means understanding your organisation’s goals and challenges to ensure our training has the greatest impact. Find out more about our Inclusive leadership training today.

As Harvard Business Review (2013) reminds us, women must establish credibility in a culture that’s still grappling with their right to exercise authority. But this isn’t just a challenge for women, it’s a challenge for everyone. Changing the way we think about leadership will benefit all, creating a world where leadership is defined not by gender but by the ability to inspire, guide, and create meaningful change.

Invest in inclusive leadership training to support and empower women in leadership

We know that investing in your leadership will create lasting impact and drive business success. Fill in the form below to explore how we can partner on creating successful and inclusive leaders.