Empowering Women Leaders and Dare to be different- ‘Breaking Barries & Be the Trend Setter’!!

"Your voice is your power. Speak up, stand tall, and change the world". 

The world continues to celebrate International Women’s Day with great flare, and the theme was Inspire Inclusion.  That there is still the need to continue to commemorate this day and highlight persistent gender inequalities is testament to the sad fact that there are still large communities and organizations where gender equality appears to be but a pipedream.  Majority of research has shown that leadership is less to do with gender and more to do with inherent traits individuals are born with coupled with the environment in which they are brought up.  What this means is that women are every bit as good at leadership as men are, albeit leading in ways that are very different from men.  Could female executive leadership diminish gender inequity and inspire more women to take up roles in male-dominated industrial sectors? If so, how can women unlock the C-Suite door in a generation with the current backdrop? The developed nations closed its gender equality gap by a considerable margin, but experts say gender parity is still seven decades away. Official figures show the gender pay gap in the developed world stands 13%, and the gender employment gap at 11%, which is still considerable in an era where the Generation ‘Z’ are predominantly noticed.

"Think like a queen. A queen is not afraid to fail. Failure is another steppingstone to greatness."- Oprah Winfrey

Despite the impressive gains made over the years, women in leadership continue to face systemic barriers that prevent them from advancing at the same rate as men. Gender bias, both conscious and unconscious, is among the most significant challenges. For instance, the research from renown organizations highlights that women are often judged more harshly for assertive behavior or decisiveness traits that are praised in their male counterparts. To create a truly equal playing field, organizations need to actively address these biases. This can be done through. We’ve seen successful examples of gender equality initiatives from companies, which pledged to increase the number of women in its leadership teams through proactive recruitment and mentorship initiatives. These efforts are beginning to shift the narrative around women leaders and help pave the way for a more inclusive future. As part of these initiatives,  there are well established women-only development programmes, driven by individuals within leadership hierarchies. There are many organizations at their senior levels are committed to using their privilege and position as an ally to contribute to the ongoing effort of promoting diversity in leadership. There are typical instances first-hand information how societal norms create barriers and lead to subtle yet impactful comments surrounding their capability and position as leaders. This has fuelled a sense of duty within and to voice their ideas and opinions to the discussion and shine a light on the entrenched norms and the barriers they impose. So, to that end, with positive thoughts and findings in the hope that the conversation around equality does not fall into a deafening silence. The challenges women face on the path to leadership cannot be solely attributed to differences in qualifications or experience. Prevailing cultural beliefs, workplace barriers, and biases favouring men perpetuate organisational hierarchies where male dominance prevails, reinforcing the notion that women are less suited for leadership positions. In order to address these challenges, organizations must adopt more nuanced approaches to support female leaders. Women-only leadership development programmes (WLDPs) have emerged as a promising avenue for nurturing and advancing women in leadership roles. However, many existing programmes fall short in fully understanding and addressing the unique barriers women face.

"Women are always saying, 'We can do anything that men can do.' But men should be saying, 'We can do anything that women can do."- Gloria Steinem

Perhaps a more worrying trend for the future is that only three percent of young women say they want to choose a career in tech – a sector dominated by male counterparts. At all levels of the employment spectrum, empowering female leadership in industry needs to take centre stage, cultivating the right environment. There’s a real business case for empowering women, “Diverse teams deal better with today’s challenges because they have divergent thinking,” and by virtue is proven that “a diverse workforce also attracts a bigger pool of candidates.” The dictionary has several definitions for the word ‘empower’.  Firstly, it means to ‘give someone the authority or power to do something’. This definition isn’t overly infatuating  because it seems to imply that permission is required in order for power to change hands.  The second definition is slightly more appealing ‘to make someone stronger and more confident, especially in controlling their life and claiming their rights’.  Either way, the concept that women need to be empowered suggests that someone else has the power and needs to be willing to share it. Traditional approaches to WLDPs often adopt an "add-women-and-stir" or "fix-the-women" methodology, failing to recognize the role of gender in leadership and overlooking systemic barriers. Instead, effective WLDPs should incorporate intersectionality as a theoretical lens to prompt participants to examine their leadership identities beyond gender and explore broader, more complex intersecting identities. By centring intersectionality in programme content, WLDPs can provide a more inclusive and empowering environment for all participants. One of the most effective ways to empower women leaders is through mentorship. The guidance of experienced female leaders and male allies can help women navigate the complexities of leadership, offering advice and providing critical support. Studies have shown that women with strong mentors are more likely to pursue and achieve leadership positions. Formal mentorship programs are especially powerful because they provide structure and consistency in building these important relationships.

The  conclusions in any debate are very clear, namely that women face an uphill task in not only proving they are able to lead but that they can do so in a way that is often very different from what is perceived as the ‘normal’ way.  In order for women to begin to share power at the table, this expectation that they must lead in the same way as men do, must be challenged. The very nature of power often means that when one has it, there is the tendency to not want to give it up or to even share it.  This is why  Mahatma Gandhi’s most fitting quote- “the day the power of love overrules the love of power, the world will know peace.”  In order for women to be empowered in leadership roles the men who currently, occupy most of the tables and corridors of power, need to be willing to share this power. Not just in word but in deed. Radical change and shifting mindsets were also key on Women’s Entrepreneurship and Girls in Science Technology, Engineering and Mathematics (STEM) associations where an initiative is created to empower girls and women to help them step into their power and see that something different can be meaningful. But wholesale change at a national level in any country needs government ministries and school curricula to change. The educational structures in place to mentor and embolden girls, the momentum must build and kick in where necessary and is an important part of this whole chain. Continuous leadership development is crucial for women to thrive in leadership roles. While formal education plays a role, practical experiences, workshops, and professional development opportunities are equally important. Organizations that invest in leadership development programs for women see significant benefits. These programs allow women to sharpen their leadership skills and develop critical qualities like decision-making, strategic thinking, and resilience. Many institutions learning experiences are designed to support female leaders at every stage of their careers. These programs focus on helping women grow their skill sets, whether they are aiming for vice president roles or preparing to lead entire organizations. Leadership programs help women gain the confidence and skills needed to succeed in senior management roles by offering personalized coaching, peer support, and hands-on leadership exercises. Access to role models and mentors through these programs can further accelerate their journey to leadership. Moreover, WLDPs should focus on developing the key skills, knowledge, and abilities that are essential for female leaders, such as networking, conflict management, and career planning. These programmes should also provide a safe and secure environment for exploration and learning, with skilled facilitators attuned to the sensitivities of participants. Additionally, incorporating feedback mechanisms can enhance the effectiveness of WLDPs by providing participants with valuable insights and support.

“Self-awareness and self-love matter. Who we are is how we lead”-Brené Brown

In a nutshell to summarize, the call for more women in leadership is not just a call for gender parity; it is a call for harnessing the full potential of diverse leadership styles. It is an invitation to create workplaces where individuals, regardless of gender, can contribute their unique strengths to drive innovation, foster collaboration, and inspire positive change. Embracing the principles of equality and inclusion in leadership is the path to organizational success and a testament to a more equitable and prosperous future for all. Nevertheless, Empowering women leaders can lead to countless positive outcomes, including economic growth, social change, and a more inclusive society where the hidden harnesses are unmeasurable. 

“Power isn’t control at all — power is strength, and giving that strength to others. A leader isn’t someone who forces others to make him stronger; a leader is someone willing to give his strength to others that they may have the strength to stand on their own.”