A study by IBM & Chief reveals that women are underrepresented in leadership positions

According to recent worldwide research by the IBM, Institute for Business Value (IBV) and Chief, "Women in leadership: Why perception outpaces the pipeline—and what to do about it," the centre of the pipeline for women in leadership has become hollow.

Women now make up 12% of the C-suite and Board of Directors, according to a study* of 2,500 firms across 12 countries and 10 industries. Women also make up 40% of junior professional and specialized jobs, up from 37% in 2021. With 14% of women in senior vice president roles (18% in 2019) and 16% in vice president roles (19% in 2019), the pipeline for top leadership roles hasn't yet fully recovered from the epidemic.

However, less than half (45%) of the firms questioned claim to have considered formalizing the advancement of more women into leadership positions a high business objective.

Lindsay Kaplan, co-founder, and chief brand officer of Chief, said: 

“Although we're glad to see some progress in the representation of women at the C-suite and Board levels, it's critical that firms do more to fill the pipeline that leads to these influential roles.”

“Women are notably underrepresented in the workforce at almost all levels. We will witness a revolutionary impact — equity for everyone in the workplace and stronger, more resilient businesses — if employers emphasize gender diversity across their whole enterprises via policies, investments, and a culture that truly supports women.”

According to Kelly Chambliss, Senior Vice President and COO, of IBM Consulting, "enabling equality and inclusion offers businesses a competitive edge, yet many firms do not act as if their success relied on it." "Organizations must prioritize progressing women - and all historically under-represented groups - and take steps to address structural hurdles and unconscious bias if they want to succeed in a quickly changing world."

Further study:

• Optimism is rising, but it doesn't reflect reality. In contrast to 2019 when the average industry prediction was 54 years, respondents predict that their sector would have gender parity in leadership in 10 years. Yet, based on survey data, gender parity is still decades away at the present rate of development.
• Structural barriers and unconscious bias continue to hinder women's advancement. Since the pandemic's peak, more companies have included diversity training, professional development planning for women, and the formation of women's networking clubs. The majority of respondents think that women with dependent children are just as committed to their professions as women without children, which is what their organization's leaders believe, except male managers, who only agreed to a degree of roughly 40%. Nonetheless, prejudices still exist.
• The attributes perceived as critical for leadership also remain gendered. Respondents agreed that women should be bold and strategic but also people-oriented, whereas males are largely recognized for their ingenuity and ability to achieve achievements while maintaining integrity.
• The pandemic continues to have a disproportionate impact on women at work. In light of the severe and long-lasting effects it has had on women, respondents rank the epidemic as the most critical disruption that women are now experiencing.

According to Salima Lin, Senior Partner and Vice President of Strategy, Transformation, and Thought Leadership at IBM Consulting, "the research data reveals the hollowing out in the middle is true." 

"Structural adjustments can provide new avenues for women to ascend to more senior roles," according to the report. "These improvements include redesigning leadership tracks and role descriptions, boosting pay transparency, and defining representation targets."

Based on the research's results on leadership techniques, the report also provides a road map for long-term advancement:

• Reframe the progress of women in leadership in terms of business outcomes, for example, by quantifying the direct financial benefits that might arise from addressing gender disparities.
• Give your approach some heft by supporting your organization's action plan with precise directions and metrics, such as establishing quantifiable targets for women's growth.
• Implement a strategy to promote gender equity throughout the whole leadership pipeline, such as going beyond awareness-raising training and utilizing experiential learning methods like role-playing and reverse mentoring to assist in the eradication of prejudices.
• Redesign leadership positions to attract top talent, for instance, by focusing only on a small number of gender-neutral standards.