Management support: the deciding factor for the advancement of women leaders

Passage of women leaders: where is management support?

On Diversity Day, it is time to reflect on a crucial question: how well do organizations support their women leaders? My research shows that 57% of women do not feel supported by their leaders to grow. These figures are even more distressing in organizations where men make up the majority of leadership. Without active support and appreciation for women’s contributions, such as recognition, promotion opportunities and mentoring, potential remains untapped.

With all the crises we have to face together and the talent we need to do so, diversity should be a strategic issue in every organization by now. If you manage to retain and advance the women currently working for you, it makes sense to attract new women. In this blog, we dive deeper into women’s perceptions, the impact of D&I policies, and the path to a more inclusive future.

Key barriers to women in organizations: what do the numbers tell us?

Recent research from both McKinsey and Leanin.org, as well as my own research from September 2022 conducted by Motivaction, shows that women continue to face subtle, often hidden from the view of others, forms of sexism and micro-aggressions. These manifest themselves in comments that undermine their authority, not taking their ideas seriously or marginalizing their contributions in meetings. 57% of women do not feel supported by their own supervisor to advance. Feelings of injustice and undervaluation weigh heavily on their motivation and ambition. 54% of female executives also report being subjected to sexist and/or sexist jokes.

As McKinsey rightly points out in the report “Women in the workplace 2024,” micro-aggressions have not a micro, but a mega impact on women’s lives. The impact is psychological, emotional and even physical. Management still does not intervene enough in the face of micro-aggressions, gender bias and persistent stereotypes, such as the idea that women would naturally be more empathetic, caring and less ambitious than men. Traditional leadership profiles, in which masculine traits are valued higher than feminine leadership qualities, still dominate in many organizations. This is not always visible in the official profiles, but rather in who ends up being promoted. The lack of active adjustment by managers discourages women and reinforces unnecessary insecurity, inhibiting their growth unnecessarily.

We see this especially in organizations where men are the majority in management: here, 35% of women are considering adjusting their ambitions or even throwing in the towel. Compared to 17% in more diversely managed organizations. (Source: Women Speaking in Our Organizations, Carla Clarissa 2022). In addition, as Cloverpop research shows, inclusive teams have significantly better decision-making outcomes: in 87% of cases, better business decisions are made by diverse teams. This shows that inclusiveness is not only morally, but also strategically necessary.

Optimism among senior-level men masks real barriers for women

Senior-level men are the most optimistic about women’s advancement while being the least aware of the persistent barriers women face. Nine in ten senior-level men believe opportunities for women to advance have improved, while only one in ten notice micro-aggressions against women in the workplace. This lack of awareness shows how important it is for managers to actively listen to the women in their organizations. Otherwise, they will continue to turn a blind eye to the barriers women experience on a daily basis.

One such barrier is performance bias, the mistaken belief that men are inherently more competent and better leaders. This leads to women, especially early in their careers, being judged more harshly than men. Men are often promoted based on their potential, while women are only promoted based on their proven performance. This bias causes women to have fewer opportunities to showcase their skills, especially in the early years of their careers, and is compounded by micro-aggressions that undermine their abilities.

Despite an increase in female representation and corporate efforts, the working environment for women has barely improved. Women still worry about their career prospects, and their daily interactions in the workplace are largely unchanged since 2015. Women of color are even more likely to face additional barriers due to their ethnicity, while young women are more likely to face age discrimination in addition to gender discrimination. This underscores how important it is that companies not only focus on numbers, but profoundly change workplace culture to truly advance women.

Moreover, sexual harassment remains as widespread as it was five years ago. Four in 10 women have experienced sexual harassment in their careers, ranging from sexist jokes to inappropriate comments. Remarkably, despite their shorter careers, young women are just as likely to experience sexual harassment as their older colleagues. In addition, women are much less confident than men in how their company handles sexual harassment; eight in 10 senior men believe complaints would be handled fairly, while women are significantly less certain of this.

Targeted D&I initiatives: What really works?

My own research shows that targeted D&I initiatives make a significant difference in the advancement of women into leadership roles:

• 62% of women in organizations with specific gender-focused D&I policies feel encouraged to take on leadership roles.
• In organizations without targeted gender policies, this percentage is significantly lower, between 29% and 45%.

This shows that when companies invest in targeted diversity programs, women not only feel more supported but are also more willing to assume leadership positions. Clearly, such programs are essential for improving women’s representation and opportunities at the top.

To truly improve gender diversity and inclusion, companies must start by getting the right fundamentals in place. Research shows the following proven practices that have been proven effective:

• Monitoring representation and promotion rates of women and women of color.
• The use of mentoring and leadership programs aimed at advancement and development.
• Gender diversity is a strategic priority and actively supported by managers.

Emerging practices that are not yet widespread but are increasingly recognized by experts as effective tools for change include:

• Senior leaders clearly communicate that bias and disrespect will not be tolerated in the workplace.
• Managers are judged on their ability to ensure an inclusive and respectful culture.
• Managers receive training focused on supporting the career development of female employees.

Companies like Randstad, ABN AMRO and PGGM are actively investing in women’s leadership programs because they recognize the importance of developing female talent. Through my supervision of these programs, I have seen how women not only develop their leadership skills, but also how their organizations gain valuable insights that improve their performance.

Moreover, the composition of the management team has a direct impact on women’s experience. In organizations with a diverse leadership cadre, women experience much greater support in their development. Furthermore, 70% of women note that their managers encourage equal behavior in organizations with specific gender-focused policies, substantially higher than in organizations with general policies (53%).

Investing in the development of women leaders really works

Companies that invest in the development of women leaders show that this investment not only enhances their careers, but also strengthens the resilience and success of the organization as a whole.

What Diversity Day makes clear this year is that in times of ongoing crisis, making the most of all the talent within an organization is no longer an option, but a critical strategic requirement. Diversity can no longer be an afterthought; it has now become an absolute strategic necessity. If you succeed in retaining, developing and advancing the women who currently work for you into leadership positions, you create a solid foundation for attracting much more diverse talent. By building an inclusive culture, your organization becomes more attractive to young talent, including Generation Z, who see diversity and equality as essential values. In this way, you can not only harness current potential, but also inspire and retain a new generation of leaders.

Management support is key to this success. By actively supporting women, together we can build a workplace where everyone has the opportunity to flourish.

SOURCE:

• https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace
• https://www.mckinsey.com/featured-insights/leadership/when-women-lead-workplaces-should-listen
• https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace-archive#section-header-2022