Consolidating Gains: Gender Diversity in Business Leadership


This page in:

Can we envision a time when we will no longer be surprised to hear that a woman is leading an energy or technology company? Can closing the gender gap in leadership, especially in male-dominated industries, be a possibility in fewer than 100 years?

Today’s dynamic women in top leadership positions are opening up the possibility of answering these questions with a resounding “Yes!” They have shattered glass ceilings and paved the way forward for countless others trying to uproot deeply entrenched ideas about women’s and men’s differing roles and opportunities in business and society. As a result, more and more women are now recognizing and making progress towards transcending the glass walls that also silo them in certain managerial functions, such as human resources and communications.

However, a new report by the International Labour Organization (ILO) released last week reminds us that gender diversity gains are not always sustained. Featuring unique data collected from 1,300 private sector companies in 39 developing countries, the report states that concerted efforts are required to consolidate progress and change mindsets while fighting unconscious biases at all levels of society.

The question then becomes: What are some of the ways we can ensure that the progress made toward closing the gender gap in leadership is not reversed?

At the business level, the commitment of senior female role models, such as IBM’s Ginni Rometty, PepsiCo Inc.’s Indra Nooyi, and Kuwait Energy’s Sara Akbar, is changing perceptions and driving change. For example, Akbar has expressed a personal commitment to mentoring women in the energy industry and helping them reach their full potential.

Barclays’ Women in Leadership Total Return Index, which includes American companies with a female CEO or at least 25% female board members, was launched six months ago and is already topping the S&P 500 Index by 1%. As the business case for investing in women’s employment and leadership is becoming ever more evident, private sector companies are recognizing the bottom-line and social benefits of hiring and promoting women. Businesses are increasing their investment in gender diversity measures. Recently, the technology company Intel announced the allocation of $300 million toward its diversity initiative. Intel will use these funds to attract more women and minorities to the technology industry and to make it more hospitable to them once they get there, so that they can rise to the top. 

Intel and Kuwait Energy are also members of She Works, the IFC-led, global private sector partnership that brings together leading companies committed to implementing gender-smart measures, such as mentorship/sponsorship programs and leadership training to increase women’s presence among executive ranks. Launched at the 2014 Annual Meeting of the Clinton Global Initiative, She Works collaborates with key partners, including the EDGE Certified Foundation, ILO, and the UN Global Compact, to demonstrate the business case for investing in women, identify best practices, and develop practical approaches to achieving gender equality in the workplace.

In the public sector, various developed and emerging markets are already noticing the business and social benefits of having more women leaders. Governments are adopting gender-smart policies tailored to their specific regional contexts. For example, establishing business and political quotas has gained popularity in recent years, and now more than 20 developed and developing countries, including India, Malaysia, Kenya, UAE, and Slovenia, have passed laws that require their state-owned and/or publicly-listed companies to reserve board seats for women directors.

Other governments, including those of Pakistan, Singapore, and Australia are also making efforts to promote more women in management. The ILO report lists voluntary targets, gender diversity requirements and reporting encouraged by corporate governance codes, and public private partnerships as some of the key measures countries are taking to consolidate progress toward gender diversity.

While implementing measures and policies to advance gender inclusion, however, governments and businesses must be mindful that merely focusing on increasing the quantity of women in leadership is not enough: Research commissioned by IFC on gender diversity in Pakistani boards demonstrates that 72% of the KSE 100 Index businesses that have women on boards are family-owned firms in which female board members are family members and do not always perform full-time roles.

Intensive efforts, therefore, must be aimed at promoting women’s effective, continuous, and meaningful participation in the private and public sectors. Envisioning a time when female CEOs of technology or mining companies are the norm rather than the exception rests on the example of today’s inspiring women at the top and the consistent, combined, and dedicated efforts of businesses, governments, and communities.

This post originally appeared on Devex.


Rudaba Zehra Nasir

Global Lead for Tackling Childcare and Women’s Employment, IFC Gender Secretariat

Join the Conversation

Nazhat Kittur
January 29, 2015

Yes, it has to be brought in by concerted efforts to consolidate progress and change mindsets... The society will soon change their thinking. And such days are not far ...

Gloria Feldt
February 01, 2015

I believe passionately that with the right combination of training, mentoring and sponsorship, role modeling, thought leadership to change the narrative from problem focus to solution focus, and using movement building principles to create systems change, we can reach gender leadership parity by 2025. I cofounded Take The Lead two years ago to achieve that ambitious vision. (The website is Our bold to prepare, develop, inspire, and propel women to take their fair and equal share of leadership roles across all sectors by 2025. This is the moment to do it for three reasons: we know now women's leadership is good for the economy; technology and cultural changes among both men and women mean it's possible now, and people increasingly understand it's the right thing to do. Please contact me if you want to learn more or support this endeavor.

February 16, 2015

I definitely think we can sustain our gains and keep going, but a framework for transparency and accountability for employer support for women is key. There are a lot of initiatives to improve gender equality in the workplace. Many are opaque, slow moving, and tough to scale like corporate initiatives, policy change, and mentorship. And they're missing a critical component: The collective voices of the women who work at companies.
We need ongoing measurement of how companies and industries are doing, and I believe this assessment needs to be done by the women working for them. What we're doing to bring in this perspective is asking women to rate the companies they work for on this area and others that matter to them. We're turning those ratings into scorecards -- Measurement -- that bring transparency and accountability to our key issues, and create real change in companies driven by the women who work there. You can see how well women at The World Bank, for example, feel about their representation in leadership positions, about their family growth support, etc. Same with IBM and Intel. The site is Thanks for a nice article on the topic.

Yvonne Kirabo
December 16, 2015

Brilliant Blog. Definitely, when women are empowered with the right tools, and countries value girls and women as much as boys and men, economies flourish. The WBG Gender strategy FY16 - FY23
illustrates these gains distinctly.