Women’s leadership is a topic that holds great significance for me. I have previously written an article entitled "Women's Leadership: A Right, Not a Concession." In that piece, I firmly asserted that women’s leadership "...is not wrong, it is not 'left,' and it most certainly is not a sin. In a world that often erects barriers with signs that read 'NO ENTRY,' we are not seeking alternative routes; we are asserting our right to what should have been ours from the start."
To further understand and illuminate the complex and often concealed challenges women encounter in leadership roles, I conducted an online survey with 356 women. The survey sample consisted of females from a wide age range, with a predominant representation of those between 30-49 years (63.2%), illustrating active engagement from women at significant stages in their careers. Younger adults (24.7%) and those over 50 (10.4%) had fewer representations, with the smallest number of responses coming from those under 20 (1.7%).
The survey attracted responses from 33 countries worldwide, with a significant 63% originating from Africa. Nearly half of the respondents, 48%, reported having held a leadership position at some point. The majority, 80%, indicated that their leadership roles were within their professional or technical fields, while only 20% had experience in leadership through elected positions or political appointments. Additionally, a substantial 74% of respondents pointed out that they aspired to obtain a leadership position.
Drawing from the survey's findings, this article aims to provide insight into and a nuanced perspective on the systemic barriers and societal norms that have traditionally established leadership as a domain predominantly occupied by men. The discourse on women's leadership remains a pressing issue, and I am likely to continue writing about it because it is unfinished business that requires persistent attention and action.
Source: NITE TANZARN IntellectNest. 2023. Who Says it is a Man’s World. Survey of Barriers to Women’s Leadership
Social Norms, Gender Bias and Stereotypes
In their quest for leadership across diverse fields, women frequently confront barriers stemming from deeply ingrained social and cultural norms. These norms give rise to gender stereotypes and societal misconceptions, shaping the leadership landscape and creating obstacles for women. Three in four women (75.5%) acknowledges these challenges, rooted in long-standing societal expectations about voice and decision-making power.
These norms and beliefs dictate rigid views on what women and men can or should do, leading to a landscape where women's leadership capabilities are often undervalued. Such stereotypes include beliefs that men are inherently better suited for high-stakes decision-making roles in various fields, while women are more suited for supportive or nurturing roles. This results in discrimination, male dominance, and marginalisation of women in leadership across sectors like corporate environments, politics, government agencies, community structures, and nonprofits.
Women in authority positions typically find their skills and decision-making power overshadowed by these biases. They face environments where their authority is questioned, and their professional contributions are diminished. This bias manifests in the unequal distribution of promotions and significant project assignments, often tilting in favour of men. Thus, women leaders must navigate a challenging path to reach positions of influence, contending with a world still bound by traditional gender expectations.
CASE STUDY 1: Breaking through the glass ceiling
My name is Emily, and I am a qualified marketing strategist with 20 years of professional experience. I work within the corporate structure of a prominent firm. Throughout my career, I have found that I must work twice as hard to achieve half the recognition my male counterparts receive. In strategy meetings, I am often the only woman, and my ideas are frequently overlooked or wrongly attributed to male colleagues. My voice tends to be drowned out by theirs, and they typically dismiss my strategies as either too 'soft' or 'emotion-driven'. Despite my proven track record, I constantly strive for recognition and respect in an industry that tends to undervalue women’s contributions. I am treated unequally, often feeling undermined, sidelined, and intimidated. I face manipulation by superiors and insubordination from junior staff. Furthermore, I have encountered male egoism, particularly evident when some clients show a clear preference for dealing with my male colleagues.
Financial and Economic Constraints to Women’s Leadership
Over one half of female respondents (55.1%) identified financial and economic constraints as significant barriers in their quest for leadership. These challenges range from immediate issues like insufficient funding and poverty to systemic challenges such as unequal pay and corruption. Consequently, these economic disparities create a substantial imbalance, limiting women’s opportunities for leadership roles.
Additional barriers include high costs of higher education and prohibitive registration fees for professional bodies, both essential for career progression and accessing leadership positions. In the political arena, the commercialisation of the sector demands considerable financial resources for a successful campaign, placing women at a notable disadvantage. In an era where digital presence is crucial, the expense of establishing and maintaining a strong online profile adds to these challenges, with high internet costs constraining women’s ability to engage with broader audiences.
Women’s limited financial resources hinder their ability to build a team or invest in professional campaign materials, leading to a competitive disadvantage. Financial dependence is particularly challenging in male-dominated sectors, including politics, where lacking personal funds or support from affluent sponsors severely impacts women’s ability to compete. Additionally, corruption within political systems often skews funding away from meritorious candidates to those with influential connections, further impeding women’s progress in attaining leadership roles.
CASE STUDY 2: Financial constraints to women's access to political leadership
My name is Sarah, a 45-year-old aspiring member of parliament with a bachelor's degree in commerce and an MBA. After graduating, I immediately secured a job. However, coming from a humble background, I had to support my younger siblings through their education. Three years ago, I lost my job and decided to venture into politics. I found it challenging to compete with more affluent candidates who had easy access to funding. My savings were depleted, yet I needed money for promotional materials, travel, and organising community events – all essential for increasing my visibility and connecting with potential supporters.
Financial inadequacy was a constant source of stress. I relied on small donations from friends and family. The lack of substantial financial support from larger donors or organisations meant my campaign did not have the financial strength that others enjoyed. I had to manage my limited budget meticulously, often forced to choose between essential campaign activities and personal financial obligations. This financial hardship significantly distracted me, shifting my focus from campaign goals to seeking funds. My campaign was ultimately unsuccessful, but I have not given up and am preparing to contest in the next elections.
Balancing the Scales of Women’s Life and Leadership
One in every two women respondents (51.0%) highlighted the significant challenge of balancing personal responsibilities with leadership aspirations. Women often find themselves managing multiple tasks simultaneously, as the demands of motherhood, household duties, and professional roles converge. This situation is akin to a juggler keeping several balls in the air, with new ones constantly being added, as aptly described by one of the survey participants.
The challenge encompasses balancing professional duties, including leadership positions, with the roles of being parents and partners. This triple responsibility requires equilibrium between work, family, and personal life, often leading to fatigue and a sense of being overstretched. Furthermore, as women progress, especially in leadership roles, the challenge of managing unequal childcare responsibilities alongside career advancement becomes more pronounced. This necessitates ongoing negotiation and compromise.
Additionally, the considerable time and effort devoted to family commitments can constrain women's ability to concentrate on developing their leadership skills. This limitation can adversely affect their performance and potentially impede their progression into higher leadership roles, highlighting the complex and continuous challenges women encounter in their pursuit of leadership.
CASE STUDY 3: Life-leadership balance
I am Jessica, a rising executive at a tech company, married and a mother to two young children aged three and five. While my husband is supportive of my career, the bulk of daily childcare and decision-making rests with me. This often means that after a full day at work, I am faced with additional responsibilities at home, which affects my focus on career development. When I was pregnant with my second child, I received a promotion involving supervision of a 14-member team. My commitment was often questioned due to my antenatal visits, maternity leave, and the need for flexitime while breastfeeding. I find myself under pressure to demonstrate my dedication to my job, frequently more so than my male colleagues, leading to heightened stress and a feeling of constant overwhelm.
Lack of Confidence and Self-Promotion
A notable barrier in women's leadership journey is the internal struggle with confidence and self-esteem. A significant number of women (42.9%) report challenges such as an inferiority complex, internalised sexism, and impostor syndrome. These challenges often lead to self-doubt and underestimation of abilities, reflecting societal biases and perpetuating a cycle of low self-esteem.
In academic and public sectors, where promotions require proactive application, many women remain in junior positions due to their reluctance to seek advancement. This contrasts with their male colleagues, who often advance more quickly due to their initiative in applying for promotions. In team meetings, women's insights are frequently overshadowed by hesitancy to speak up, resulting in male colleagues dominating discussions. Additionally, women tend to downplay their roles in successful projects, attributing the positive outcomes to others, leading to their contributions being overlooked by senior management. This hesitancy to self-promote and pursue leadership roles often results in missed opportunities and career stagnation.
Women's internal struggle with self-doubt and constant comparison to others erodes their confidence and self-esteem, further hindering their progress. In professional environments, particularly in male-dominated fields, there are subtle cues reinforcing male superiority, causing women to question their abilities and contributions. Overcoming impostor syndrome, where they fear being exposed as less competent, is a major hurdle. This persistent self-doubt, exacerbated by low self-esteem, makes women overly conscious of their shortcomings and blind to their accomplishments. In situations involving high stakes or interactions with senior leaders, women often face feelings of inferiority and struggle to feel deserving of their positions, impacting their decision-making and willingness to embrace leadership roles.
A few years ago, while working on an assignment about women's leadership, I had the opportunity to observe parliamentary proceedings in several countries. In each country, I noticed a consistent pattern: a woman Member of Parliament (MP) would raise a significant issue, but often in a subdued tone and without much confidence, despite being well-informed and clearly showing evidence of thorough research. Subsequently, a male MP would confidently take up the same issue, presenting it as if it were his own original idea. The following day, newspapers would report on the matter, attributing it to the male MP, overlooking the woman who initially raised it.
CASE STUDY 4: Lack of self-promotion hinders women’s leadership potential
My name is Anna, a young engineer with five years of experience at a major tech company. I have always been reserved and continuously struggle with self-doubt, leading me to shy away from leadership opportunities. A couple of years ago, a project manager position became available, a role I was keen on. Despite having the necessary skills and experience, I hesitated to apply, convinced that I was not as qualified as others. A male colleague with slightly less experience was promoted instead. My fear of failure, judgement, and not meeting expectations often prevents me from voicing my opinions in meetings or taking on challenging projects.
Lack of Access to Networks, Mentorship, and Support
The survey revealed that 42.9% of women respondents encounter significant challenges in accessing and building professional networks, mentorship, and support systems. These obstacles limit their exposure to leadership roles and hinder their professional growth. In male-dominated environments, women often find it challenging to engage with influential figures and form meaningful connections. The scarcity of female role models and mentors across various industries exacerbates this issue, leaving many women without the essential guidance they require for their professional development.
Over the years, many women have attained leadership positions. However, media portrayal of these women leaders is often negative, deterring other women from viewing them as role models. I recently commented on an article about women’s leadership on the Medium platform, which illustrates my point:
In "Red Shoes on a Male Leader: Flipping the Focus", I noted my agreement with the observation that “When even the most successful women leaders are picked apart, there’s a widespread silencing effect.” The article: "We need more women founders on offense" highlights the hypercritical portrayal of women leaders in the media, which often overshadows their achievements with irrelevant personal critiques, and the prevalent issue of double standards. While male leaders are typically depicted focusing on their professional prowess, women, especially leaders, are often subjected to subjective portrayals focusing on appearance and relationships.
Women's aspirations to advance in their careers are frequently impeded by the presence of 'old boys' clubs', where crucial decisions are often made informally, potentially excluding women from key decision-making processes. This is further compounded by a lack of political influence and restricted access to vital information, as well as deficiencies in skills and knowledge development due to limited networking and mentorship opportunities.
In addition to these professional challenges, women also face a lack of support from personal networks, including spouses, communities, women's organisations, and relatives. Sometimes, even support from fellow women can be lacking, leading to feelings of isolation. Trust issues further complicate their ability to establish productive professional relationships, essential for career advancement and leadership opportunities.
This combination of factors creates significant barriers for women striving to reach leadership positions, highlighting the need for more inclusive and supportive professional environments.
CASE STUDY 5: The Unseen bridge – Maya’s climb
I am Maya, an MSC graduate in agribusiness. I excelled in my class and am a leader in my field, with a strong passion for helping farmers to approach agriculture as a business. I joined the local farmers union, aspiring to become a member of the apex union, the governing body. Despite my academic background in leadership and participation in several leadership training programmes, my first two attempts to join the apex union were unsuccessful.
At the farmers' union general meetings, I often felt out of place and isolated, as if everyone else knew each other. During a girls' night out, I shared my frustrations, and a friend suggested I needed a 'godfather' to access the male-dominated network. Through her connections, I finally joined the governing body. Once there, I proactively mentored other women to become board members, successfully expanding our representation in the union.
Gender-Based Violence as a Barrier to Women’s Leadership
The survey revealed that 42.9% of women report that gender-based violence (GBV), impacts their personal and professional lives. This violence, encompassing domestic abuse, sexual harassment, and psychological intimidation, inflicts deep physical and psychological scars. It undermines the resilience and confidence crucial for leadership roles. GBV restricts women's mobility and access to vital networking and political spaces, potentially leading to financial hardship and social stigma, which limit personal and professional development.
Indirectly, GBV reinforces unequal power dynamics and gender stereotypes, impeding women's capacity to challenge established power structures and be taken seriously. Societal norms that blame or shame survivors foster a hostile environment, resulting in isolation and further marginalization in leadership roles. Additionally, fear of retaliation for speaking out against GBV or challenging the status quo can silence women's voices and deter them from leadership positions.
In the workplace, GBV can manifest as sexual harassment, with inappropriate comments or unwanted advances creating a hostile environment and making women question their safety and worth. This abuse often extends to attempts to control women's decisions, belittle their achievements, and undermine their authority.
The psychological impact of GBV presents challenges for women in asserting themselves and pursuing leadership roles, often leading to self-doubt and a decrease in confidence. This cumulative effect significantly hinders their journey to leadership positions, impacting their mental health, work performance, and engagement in professional development.
CASE STUDY 6: Lurking in the shadows to impede women’s leadership
My name is Margaret. Ever since my first year at university, I envisioned becoming the next guild president, driven by my passion for social justice and student rights. However, the campaign turned into a harrowing experience. I faced various forms of gender-based violence from fellow students, including abuse both online and offline, name-calling, and online harassment escalating to physical intimidation, culminating in an assault that left me physically and emotionally wounded.
This trauma significantly affected my confidence and focus, forcing me to withdraw from campus life, miss classes, and neglect my studies. I became a shadow of my former self, consumed by fear and self-doubt. Fortunately, a women’s nonprofit supporting survivors of gender-based violence reached out. They helped me regain my confidence and held the university administration accountable. The nonprofit's relentless efforts for justice led to a re-election in which I became guild president. One of my significant achievements was initiating the formulation of a policy on gender-based violence at the university, which was previously nonexistent. This policy, now a part of the orientation programme for new students, includes clear reporting mechanisms, ensuring a safer and more aware campus environment.
Confronting the Barriers to Women's Leadership
Develop comprehensive leadership programmes for women, focusing on overcoming impostor syndrome, building self-worth, and GBV awareness and prevention.
Launch media campaigns that highlight women's leadership positively, challenging negative stereotypes and promoting progressive gender portrayal.
Create structured mentorship programmes to connect aspiring female leaders with experienced mentors.
Organise women-centric networking events and develop virtual platforms for networking and mentorship.
Set up a dedicated fund to support women political aspirants and entrepreneurs, coupled with financial literacy workshops and grant writing training.
Advocate for flexible working arrangements, parental leave, on-site childcare facilities, and promote work-life balance to create a supportive workplace environment.
Implement educational programmes and unconscious bias training to address gender stereotypes and promote diversity in the workplace.
Establish strong legal frameworks, including affirmative action for women and setting gender diversity targets, to ensure equal opportunities.
Celebrate female role models and establish collaborations with influencers to showcase successful women leaders and inspire others.
Leverage technology to promote women's leadership by creating online learning platforms for leadership development, utilising social media for networking and visibility, and employing data analytics to identify and address gender gaps in organisations.
Concluding Reflections and a Call to Action at NITE TANZARN IntellectNest
The NITE TANZARN IntellectNest 2023 survey highlights that the most significant barrier to women's leadership is the impact of social norms, gender bias, and stereotypes, identified by 75.5% of respondents, underscoring deeply ingrained cultural obstacles. Financial and economic constraints, affecting 55.1%, and the challenge of balancing personal life with leadership aspirations, impacting 51%, are also significant but less pervasive. Notably, issues such as confidence and self-promotion, access to networks and mentorship, and gender-based violence each affect 42.9% of women, indicating these factors are equally challenging. These results point to the need for a multifaceted approach in addressing these barriers, combining cultural change, economic support, and enhanced professional networks and safety for women.
Source: NITE TANZARN IntellectNest. 2023. Who Says it is a Man’s World. Survey of Barriers to Women’s Leadership
Join us at NITE TANZARN IntellectNest in addressing the multifaceted barriers to women's leadership. Let us actively implement change through targeted programmes, policy revisions, and supportive networks. Together, we can create an equitable and empowering environment for women leaders.
#WomenInLeadership #GenderEquality #WomenEmpowerment #EmpowerHer #LeadershipEquality #BreakingBarriers #NITETANZARNIntellectNest #LeadershipDiversity #EmpoweringWomen #InclusiveLeadership #ChangeMakers
About the Author
Nite Tanzarn, renowned for her expertise in sustainable transport, also champions gender equality and actively combats gender-based violence. Her work in integrating transport with socio-economic development notably includes the development of inclusive systems that address women's unique challenges and needs. Nite's dedication to gender-responsive policies has a significant impact on broader societal issues, particularly in developing regions. As a speaker and author, her insights stem from her extensive experience in sustainable transport and a strong commitment to addressing gender disparities. Nite's expertise in leadership development and advocacy for women's rights in the professional realm makes her a key figure in both research and policy-making. Her collaborations with various organisations aim to drive change by promoting diversity and inclusivity in leadership roles.
Wow!!! Very article. With good illustrations. Impirical data.
That said women as long as they don't have financial independence nothing will come to fruition.
Very good article
Hi Nite,
Your articles are profound and thorough. Really appreciate you diving deep into these topics.
Amazing! Keep this good work going.
Nice read thank you for that
Indeed, who says it is a man's world. women make effective leaders.