My journey into this world of leadership and transformation began with a defining moment early in my career when I became the first female, Asian, and Muslim to report to a company board at just 24. This milestone was not just a personal victory but a reflection of the barriers I had to break through in a traditionally male-dominated industry. Overcoming these challenges has fuelled my commitment to advocating diversity and inclusivity in leadership, and has shaped my career as a recognised thought leader and speaker on the international stage.

Overcoming challenges

Early in my career, I found myself facing a pivotal moment that greatly influenced my path. After a sudden leadership shake-up, I was unexpectedly called to meet with a top executive. Ascending to the executive floor, I was filled with anxiety, fearing the worst, and perhaps losing my job. Instead, I was presented with a surprising offer: to take over a critical program previously managed by someone with a significantly higher salary.

I recognised this as a crucial opportunity, not just to advance my career but to assert my worth in a male-dominated environment. Without much preparation, I asked for the same salary as my predecessor. The executive, initially taken aback, agreed to my terms. This moment was more than securing fair compensation; it was about affirming my value and standing firm in my professional worth. This taught me the power of self-advocacy and the importance of negotiating with confidence, a lesson that has shaped my approach to leadership and transformation.

Challenges women face in leadership

Despite significant progress, only about 31.7% of top executive positions across industries are held by women. While this marks historical progress, it also highlights the ongoing need to empower women in leadership roles. In my experience, several factors continue to hold women back from these positions:

Unconscious bias and stereotypes: Persistent biases and stereotypes often cast doubt on women’s capabilities, particularly when they juggle professional and caregiving responsibilities. These stereotypes can overshadow women’s contributions, making it difficult for them to be seen and valued as equally competent as their male counterparts.

Perception of assertiveness: Women’s assertiveness is frequently mistaken for aggression, a double standard that can be discouraging. This misinterpretation often means that true leadership qualities in women go unrecognised. Fortunately, growing awareness of this matter is beginning to shift perceptions, recognising assertiveness as a vital leadership trait.

Self-doubt: Many women face internal pressures to exceed expectations, leading to self-doubt and fear of not measuring up. However, increased support systems and mentoring programs are helping women gain the confidence to pursue leadership roles with assurance and determination.

Scarcity of opportunities: Leadership roles can often feel scarce, creating a competitive environment among women. There is a growing recognition of the need for inclusive approaches that foster collaboration rather than competition, providing more opportunities for women to rise together.

Bias in performance evaluations: Unconscious bias can affect the way women’s achievements are assessed, often leading to their contributions being undervalued. However, many organisations are making strides toward adopting fairer and more transparent evaluation practices.

Promotion and pay equity: Although systemic changes are slowly being implemented to ensure equal opportunities for career advancement and fair compensation, true equity is still a work in progress. The growing commitment within organisations to address these disparities gives me hope for the future.

Access to high-visibility projects: Historically, these have been more accessible to men, but I’ve had to fight for these opportunities, knowing they are essential for showcasing my skills and leadership potential. Encouragingly, more are recognising the importance of promoting diverse talent in key roles, paving the way for more women to step into leadership positions.

Why women leaders matter:

• Increasing the representation of women in leadership is not just a matter of equity; it’s a strategic imperative that offers numerous benefits to organisations and society at large
• Women bring diverse perspectives that challenge conventional thinking and foster creativity, driving innovation within organisations
• Companies with gender-diverse leadership teams often see improved financial performance, tapping into new markets and customer bases that might otherwise be overlooked
• Female leaders often excel in creating inclusive and supportive environments, enhancing employee satisfaction, retention, and overall team cohesion
• Women in leadership serve as powerful role models, breaking down stereotypes and inspiring other women to pursue ambitious career goals
• Women make up a significant portion of the consumer market, and leadership teams that reflect this demographic are better positioned to understand and meet customer needs
• Women often introduce leadership qualities such as emotional intelligence, resilience, and inclusiveness, which complement traditional management approaches
• Promoting women into leadership roles reflects a commitment to equality and challenges outdated norms, fostering a culture of inclusivity

To increase women’s engagement in leadership and management, several key actions are needed:

Organisations must be held accountable for their commitment to gender equality, with measurable goals and transparent reporting. A real-life example of this is a major corporation that set a bold target to achieve 50% female representation in leadership within five years and tied executive bonuses to these diversity goals. This led to a significant cultural shift, as leaders became actively involved in mentoring women and advocating for their advancement.

Address the ‘perfectionism trap’: Women often feel pressure to be flawless in their roles, which can hinder their willingness to take on leadership positions. Addressing this issue requires a cultural shift that encourages women to embrace imperfection as part of growth.

Reframe ‘ambition bias’: The narrative around ambitious women needs to change, challenging the stereotype that high ambition is aggressive or unfeminine. Emphasising that ambition is a positive trait for all leaders is crucial.

Challenge the ‘motherhood penalty’: The assumption that women with children are less committed or capable of handling demanding roles needs to be challenged. Organisations must support all employees in balancing professional and personal responsibilities.

Rethink ‘cultural fit’ in recruitment and promotion: Rather than conforming to existing team dynamics, focus on skills, potential, and diverse experiences. This shift will help organisations build more inclusive leadership teams.

Navigating leadership in male-dominated industries

For women stepping into leadership roles in male-dominated industries, it’s essential to embrace your unique value, build supportive relationships, assert your expertise, and cultivate resilience. It’s about challenging the status quo and advocating for necessary changes, creating a future where every woman has the chance to lead with confidence, knowing her abilities and contributions are valued.

Balancing authoritative leadership

Balancing this with stereotypical expectations of female behaviour can be challenging. However, embracing your authentic self, communicating assertively yet empathetically, redefining the narrative around leadership, and fostering a culture of mutual respect are key strategies. By challenging biases and setting new standards, women leaders can navigate this delicate balance and thrive in their roles.

Conclusion

The journey toward increasing women’s engagement in leadership is not just about achieving gender parity – it’s about creating a future where diverse leadership styles are celebrated, and all voices are valued. As a Transformation Advisor, my mission is to support this journey, helping organisations build inclusive environments where female leaders can thrive. By embracing the unique strengths women bring to the table, we can drive meaningful change and create a more equitable world for future generations.