Gender bias and discrimination against women in workplaces remain pervasive issues despite increased emphasis on diversity, equity, and inclusion (DE&I).
A sobering UN report, drawing data from 75 countries, revealed that a staggering 90% of people – both men and women – harbor some form of gender bias against women.
Compounding this troubling statistic, nearly half of those surveyed held the misguided belief that men are inherently better suited for executive and leadership roles within companies.
These disheartening numbers lay bare the systemic misogyny that continues to plague workplaces worldwide.
Current Approaches and Their Limitations
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Setting Goals and Developing Programs
Many organizations set aspirational goals for the representation of women in leadership and develop mentoring and training programs.
However, these initiatives often fail to produce significant change. While companies spend considerable resources on these programs, the expected increase in the number of women leaders remains elusive.
A significant part of the problem lies in the failure to address the complex identity shift required for women to see themselves and be seen as leaders.
Despite such efforts, women hold only 29% of senior management roles globally, according to the World Economic Forum, highlighting the persistent gap in gender representation at the highest levels of leadership.
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The Importance of Identity Shift
Becoming a leader involves much more than being placed in a leadership role, acquiring new skills, or adapting one's style to the requirements of that role.
It requires a fundamental identity shift, where women internalize a sense of themselves as leaders and are seen by others as such.
Organizational cultures often inadvertently undermine this process by not addressing the mismatch between how women are perceived and the qualities typically associated with leadership.
- Limitations of Traditional High-Potential Programs
Research has shown that women are less likely to be selected for high-potential programs due to biases in the selection process.
Traditional high-potential programs, which are designed to identify and develop future leaders, often fall short for women.
These programs tend to emphasize traits and behaviors traditionally associated with male leaders, such as assertiveness and decisiveness, which can disadvantage women who may exhibit leadership in different ways.
- Ineffectiveness of Mentoring Programs Alone
While mentoring programs are beneficial, they are often insufficient on their own.
According to Sheryl Sandberg, women with sponsors are more likely to receive promotions and higher pay compared to those with only mentors.
Mentoring can provide guidance and support, but without structural changes in the organization, the impact is limited.
Women need not only mentors but also sponsors who can advocate for them and help them navigate organizational politics.
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Misalignment of Training Programs
Training programs that focus solely on skill development without addressing the cultural and structural barriers women face can be ineffective.
These programs need to be aligned with broader organizational change initiatives that create an inclusive environment where women can thrive.
So now the question remains the same, what’s there to be done right? Here’s our take on this:
Educating both men and women about the subtle gender biases that exist can empower women to take proactive steps towards leadership. Awareness of these biases allows organizations to implement changes that support women's leadership development.
Example: In a manufacturing company, revising job criteria to focus on essential capabilities rather than an idealized candidate profile led to an increase in women hired for leadership roles. This change helped the company attract more diverse talent without compromising on quality.
Also providing safe spaces where women can discuss their leadership experiences and receive feedback is essential for fostering their development.
Such environments encourage women to experiment with new behaviors, gain confidence, and build a leadership identity of their own.
Leaders need to start focusing on leadership purposes rather than merely on skills and competencies that help women align their goals with organizational objectives.
This alignment enhances their authenticity and effectiveness as leaders.
Implementing affirmative action policies or gender quotas can increase the number of women in decision-making roles and positions of authority. Furthermore, encouraging and supporting women's participation in politics and governance structures can amplify their voices and influence policy decisions that affect the lives and careers of many women.
When women are adequately represented in leadership roles, they can serve as role models, advocate for gender-sensitive policies, and foster a more inclusive organizational culture.
Finally, promoting gender mainstreaming and accountability is crucial for ensuring sustainable change. Integrating gender perspectives into organizational policies, programs, and budgeting processes can help address the specific needs and challenges faced by women in the workplace.
Implementing monitoring and evaluation mechanisms to track progress on gender equality indicators and holding institutions and policymakers accountable for their actions can drive meaningful and lasting change towards a more equitable and inclusive work environment for all.
We have seen the power of educating entire workforces about unconscious biases and giving women safe spaces to build their leadership identities. We have watched gender inequities start to dissolve when organizations tie leadership development to larger organizational purposes that everyone can get behind. Simple tweaks like revising job criteria can open doors previously closed to diverse talent.
And the companies embracing this difficult work? They're the ones gaining competitive advantages as they unlock the incredible reserves of energy and innovation that come from inclusive, equitable cultures.
So, there is a path forward. We must stay firm and keep pushing for change through multi-pronged efforts – education, identity work, policy overhauls, and accountability. It's not quick or easy, but little by little, the unspoken barriers can be removed.
We owe it to ourselves and future generations to create inclusive workplaces where gender is no longer an obstacle to opportunities. Because at the end of the day, when women rise, we all rise together. It's past time to leave outdated biases behind and fully embrace the talent, perspectives, and experiences women bring to the table.
We are holding onto hope and staying committed to this important work.
And we invite you all to join us on this journey, one challenging but crucial step at a time. The dream of true workplace equity is possible—but only if we persevere together.
