The unequal distribution of social influence between males and females contributes to gender-based discrimination. Gender inequality is evident in how men and women access leadership positions. Historical and cross-cultural factors have led to an undesirable situation where women still need to be represented as leaders. The historical emergence and development of patriarchal societies denied women equal opportunities to seek leadership opportunities. Eventually, the patriarchal society led to a social structure where women disregarded the need to pursue leadership. However, this societal trajectory changed after feminism, and more women continue to take senior leadership positions despite the existing sociocultural barriers. Although gender discrimination suppresses women’s ability to pursue senior positions, empowerment programs can encourage them to actively seek senior leadership positions to compete favorably with their male counterparts.
Unaddressed gender discrimination denies women equal opportunities to pursue senior leadership positions. According to Smith et al. (2021), women hold less than 6% of chief executive officer (CEO) positions and fewer than 5% of national political leadership spots (p. 1). This observation reveals that women experience systemic barriers that hinder their upward mobility in the leadership ladder. The nearly universal cross-cultural male bias in senior leadership positions discourages women from pursuing greater responsibilities. Other research findings reveal that among the 10% of societies where women occupied leadership positions, they were less powerful than their male counterparts (Smith et al., 2021, p. 2). Traditionally, societies have regarded women as weaker and less capable leaders than men. The long-term effects of such misleading beliefs include denied opportunities to pursue senior leadership positions among female professionals. Smith and Sinkford (2022) observe that women account for 70% of health professionals but hold 25% of senior leadership positions in the global healthcare workforce (p. 1146). This data reveals a significant difference in willingness to pursue senior positions between women and men. The existence of passive and active gender discrimination in workplaces suppresses female professionals and discourages them from seeking leadership roles. Thus, the sustained gender disparities disenfranchise women and force them to prefer working under male leadership.
In addition, gender discrimination in boardrooms demotivates women from seeking senior governance positions. According to Goyal et al. (2021), gender discrimination in boardrooms is more than reported in research studies (p. 203). Most female professionals experience demotivation due to the gender pay gap and are denied equal remunerations. These factors discourage women from engaging in futile efforts to pursue senior positions. Discriminatory attitudes and stereotypes towards female board members are avoidable constraints on their freedom to work and take influential positions (Goyal et al., 2021, p. 204). Male senior leaders use these forms of workplace discrimination to intimidate women and discourage them from pursuing leadership positions. Therefore, gender discrimination in board rooms discourages women from seeking senior positions,
On the other hand, adequate empowerment can encourage women to seek senior leadership positions actively. A study on 2,014 boards at 146 global health organizations revealed that women from developed countries held 40% of board positions compared to 1% from developing economies (Smith & Sinkford, 2022, p. 1146). This difference in women’s participation in leadership brings into the spotlight the impact of sustained marginalization of women from developing countries. The greater women empowerment in developed countries encourages female professionals to pursue senior governance roles. Other research findings from a five-year study of 138 global health organizations show that 58% still needed a female CEO, and 51% never had a woman chairing the board of directors (Smith & Sinkford, 2022, p. 1148). This data implies that the need for empowerment programs makes female professionals disinterested in senior leadership positions. These observations do not imply that organizations should create positions specifically for women to achieve gender equality. Instead, Goyal et al. (2021) observe that female directors embrace avoidant coping strategies and avoid potentially stressful social interactions to remain in power (p. 202). From a leadership perspective, empowered women learn effective ways to overcome gender discrimination and rise to senior positions in their careers. Empowered women gain motivation to challenge the status quo in leadership to pursue promotion and assume senior positions actively. Therefore, adequately empowered women actively seek senior positions in their workplaces.
There exist adequate research findings indicating a positive impact of women’s participation in senior leadership due to continued empowerment. Longitudinal demographic data from business school professors indicates a steady increase in the representation of women in leadership positions (Gooty et al., 2023, p. 2532). The continued female empowerment encourages women to seek upward career mobility by taking more influential positions. The few women who become leaders create a clear professional path in a masculine-gendered context to empower those in mid-career stages. Gooty et al. (2023) propose regular monitoring and reporting data on gender composition in all career stages (p. 2535). This strategy can provide a justifiable platform for professional women to gain a renewed perspective towards leadership. The data on gender composition in various positions can empower women to engage in initiatives that promote gender parity in senior leadership within a stipulated period. In addition, Gooty et al. (2023) suggest that enhancing clarity about definitions and measurements disadvantages women more than their male counterparts (p. 2536). This initiative can encourage women to abandon the more communal work and compete with men favorably. The long-term impacts of such initiatives include active participation in leadership among women and competition for senior positions with their male counterparts. Therefore, empowering women leads to positive outcomes as they gain motivation to pursue senior positions through hard work and merit without seeking political interventions for favors.
In summary, gender discrimination has negative effects on women’s ability to pursue senior positions. The culturally based patriarchal society suppresses women from pursuing senior positions in their profession. The unaddressed gender discrimination demotivates women and prevents them from pursuing leadership or board membership in their respective institutions. However, adequate evidence affirms the importance of establishing empowerment programs for women to actively encourage them to seek senior leadership positions. Empowered women tend to compete favorably with their male counterparts without seeking favors or political support. The example from data on the higher education sector shows a steady rise in women holding senior positions. Women require empowerment to overcome the established gender-based discrimination cultures and pursue successful careers by holding senior leadership positions.
References
Gooty, J., Ruggs, E. N., Aguinis, H., Bergeron, D., Eby, L. T., Knippenberg, D. van, Post, C., Rupp, D. E., Sherry, Tonidandel, S., & Yammarino, F. J. (2023). Stronger together: A call for gender-inclusive leadership in business schools. Journal of Management, 49(8), 2531–2540. https://doi.org/10.1177/01492063231178792
Goyal, R., Kakabadse, N., Kakabadse, A., & Talbot, D. (2021). Female board directors’ resilience against gender discrimination. Gender, Work & Organization, 30(1), 197–222. https://doi.org/10.1111/gwao.12669
Smith, J. E., von Rueden, C. R., van Vugt, M., Fichtel, C., & Kappeler, P. M. (2021). An evolutionary explanation for the female leadership paradox. Frontiers in Ecology and Evolution, 9, 1–20. https://doi.org/10.3389/fevo.2021.676805
Smith, S. G., & Sinkford, J. C. (2022). Gender equality in the 21st century: Overcoming barriers to women’s leadership in global health. Journal of Dental Education, 86(9), 1144–1173. https://doi.org/10.1002/jdd.13059
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