Discussions with a number of women in top positions suggest that they have all faced one or more of these barriers. For example, a senior vice president of a service organization stated “Women do not network like our male counterparts. We do not have a golf game. I find myself looking for networking opportunities that will provide real value and there are just not that many available to women.”

To be competitive today, businesses must employ workers who are innovative and capable of dealing with complexity at an ever-increasing pace. The good news is that half the workers today are working for female managers. But there is a huge gap between first line managers and the c-suite for women. This gap exists despite data from a recent McKinsey study that shows companies with more women directors show greater returns on equity and higher ratings for organizational excellence in areas such as leadership, accountability, innovation, work environment and external orientation.

Challenges and Solutions

Interviews with top women executives reveal many similarities among them that are not much different from top men executives. Confidence, a sense of possibility, high self-expectations, teamwork, and adaptability are the traits that rank highest on  the list. One significant trait for all women at the top is an enormous drive for success. They are continually reassessing their own skills and seeking what they need to do to learn more. Men who are leading Fortune 500 companies have said they do the same. This group of extraordinary leaders exhibits the same skills, behaviors and attitudes regardless of gender; they all got there based on performance. So why are there so few women at the top?

Research suggests that the biggest point of divergence between men’s and women’s perceptions about leadership style is the belief that women are not strategic thinkers. The general perception is that  women possess strong collaboration skills. If these perceptions  influence candidate selection for leadership positions based on performance, the result  is that the percentage of women at the top is very small.

So how can these perceptions be changed? Progress has been slow over previous decades, and there is no indication these perceptions are changing  any faster in this decade. There are laws in place to protect women. Organizations are held accountable by stakeholders to do the right thing. But mandates alone will not create real change. The first step in creating real change will be the education of both men and women. Women leaders are an untapped pool for talent, and organizations that increase the number of women in leadership positions can enhance business success. 

In addition, role models or mentors play a very important function in the development of any leader. Unfortunately for women there are very few female role models at the top. Many women in top positions today were the first ones to get there.  To effect real change, organizations must develop formal mentoring programs for their high potential women leadership candidates.

Organizations also have an important role to play in creating equal opportunities for women and men. The biggest change can occur as leaders set strategies for attracting talent, then promote and reward appropriately. Recruiting women with the right skill sets should be a top priority.  Once the talent is acquired, the real work begins with evaluating performance fairly and rewarding accordingly. In order to encourage equal opportunities for women, organizations should provide women identified as existing and upcoming leaders with unique educational opportunities and publicly recognize women exhibiting effective leadership behavior.

Performance is the equalizer that will change the world as we know it for women in leadership.  Both men and women have a stake in developing and promoting women in corporate settings in order to produce the best business results for the organization.    

Change through Professional Development

The real question becomes how to provide leadership development to create a future very different from today for the next generation of women leaders. Recent changes in the workplace culture are making it necessary for women to take control over their career choices. As more women enter the workforce, stay in the workforce longer, and rise to top level positions, learning effective leadership becomes a basic skill they need to survive.