Women leaders: The untapped potential holding India back

he share of women in leadership roles in India is an abysmal 14.6% according to the Global Gender Gap Report 2022 by the World Economic Forum. The struggle to close it is made more challenging by the intricate problems surrounding the recruitment and retention of female talent in workplaces – most of which are still beset by deep-rooted discrimination and institutional barriers

As the nation propels itself towards, women-led development, gender diversity is no longer just a check-box to be ticked. It is increasingly being acknowledged as a competitive advantage that may be realized. However, the nation's expectations for inclusive progress are hampered by the gender leadership gap, which persists despite recent gains. From boardrooms to manufacturing floors, the gender gap is pervasive.

The share of women in leadership roles in India is an abysmal 14.6 per cent according to the Global Gender Gap Report 2022 by the World Economic Forum. The struggle to close it is made more challenging by the intricate problems surrounding the recruitment and retention of female talent in workplaces – most of which are still beset by deep-rooted discrimination and institutional barriers.

Several reports by organisations signal the huge obstacles that must be surmounted before we achieve gender parity in workplaces. A leading women’s economic empowerment organisation, The Udaiti Foundation (TUF) had launched a platform, Close the Gender Gap (CGG) that sheds light on gender dynamics within private sector organisations.

As per the report launched under its platform, while larger firms hire more women in the workforce, the participation of women in leadership roles is higher in smaller firms. 43 per cent of the respondents reported meeting the mandatory one female board member. Only 11 per cent reported having more than two women on the board of directors. These concerning statistics point out that there is still a lot to be done to improve the representation of women on boards.

Talking to Bizz Buzz, Pooja Sharma, CEO, The Udaiti Foundation, suggested three key strategies to help organisations overcome hiring and advancement challenges and bridge the gender leadership gap.

She said, “The first strategy is commitment of the top leadership which is a critical first step in improving gender diversity in any organisation and has a significant bearing on how many women leaders rise through the ranks or thrive in their roles.

Organisations where leaders have made public commitments to improving gender diversity are actively driving top-down shifts and nurturing women leaders. The second tactic is building a talent pipeline that requires a holistic look at the employee life cycle and tailored and customised support from a gender lens to prepare qualified candidates for upward advancement. Customised interventions, such as gender-neutral job descriptions, mentorship programs, and flexible parental leave policies, are essential for attracting, retaining, and advancing talent at every stage of a woman's career journey.”

The third technique can be the returnship programs, coupled with support provided through the upgradation of skills, training and mentorship, tackle the mid-management leaky pipeline issue and meet the increasing demand to bridge skill gaps and bolster confidence for women re-entering the workforce after career breaks, she added.

A study on pathways to leadership for women in finance and economics by EdelGive Foundation reveals slow advancements in female leadership within India, with only 100 out of 2000 (5 per cent) companies on the National Stock Exchange led by women CEOs. The report highlights several biases faced by women in leadership roles, including stereotypical perceptions that they lack strategic thinking, negative views of diversity initiatives as favouritism, and systemic barriers from education to caregiving responsibilities. Additionally, the report finds that women often face workplace stereotypes that push them towards support roles and must contend with insufficient representation in leadership pipelines. This is further exacerbated by societal norms and organisational cultures that do not support their advancement.

Naghma Mulla, CEO, EdelGive Foundation said, “The discourse on the underrepresentation of women leaders still persists. Yet, the progress has been gradual at best. Workplaces, after all, are microcosms of the larger society where gender biases have permeated at all levels. Therefore, it is important that we begin by acknowledging them at workplaces and understanding how they limit the entry and growth of women during their careers.”

Any real change begins at the top. When the leadership of the company makes it their declared intent to ensure there are women who are retained and groomed for senior leadership, the cascading effect impacts the workforce very positively. Then it must be followed by adopting equitable policies in hiring and promotions that are rooted in diversity and inclusion. Enforce robust safety laws and parent-friendly policies, ensuring that work environments are secure and supportive for all.

Men must be viewed as participants and enablers of a gender-equitable career path for all as their buy-in makes the workplace conducive to progressive practices. Senior men and women leaders can be responsible for influencing, guiding, and mentoring ambitious and aspiring women to navigate hurdles to their advantage.

Finally, these efforts must be supported by cultivating a community through employee resource groups and fostering an ecosystem that supports women's ascent in leadership to create momentum towards achieving the long overdue women-led development.

Hence, a holistic strategy that emphasizes broad ecosystem activities and individual firm-level actions is necessary to effectively develop a gender-inclusive environment in India Inc. To create new benchmarks for corporate responsibility on gender inclusion, actions must go beyond simple compliance. It must be ensured that policies are supported by a commitment to raising awareness and sensitizing the entire workforce about ingrained gender biases.