Are Women leaders more effective than Men?

Women make up for more than half of the workforce in modern day industries yet there are only a few at CEO and global head levels. According to a recent study it was found that there are only 3-4% of women globally that are CEOs of companies. The study also stated that women have higher overall leadership effectiveness compared to men. The graph showed a 2.7% increase in effectiveness of women leadership than men, females stood at 54.5% whereas their male counterparts were at 51.8%.

Despite these stats, women are still lagging behind in playing larger roles in their respective organizations. As new leadership programs are being developed women are gradually moving to better roles and job opportunities. The reason why men lag behind women in leadership is that after a certain age they think that their work is great and they don’t need feedback. Whereas a woman, at any age, constantly pushes for feedback to improve her overall job performance.

It is proven that leadership skills are developed in women as they age; during this time it’s always the men who are chosen for leadership positions. According to a study, when a man and woman join a company, the latter is preferred to be an effective leader but as they age the woman takes over. The gap is again filled when they reach the age of 60.

People often think that women will be apt at nurturing roles like motivating, relationship building and teamwork but apart from these they have also proved in taking initiatives and driving for results and these are not nurturing roles.

Organizations have begun to understand the importance of women leaders and have initiated giving them larger responsibilities and senior roles.

School of Inspired Leadership is one B-School that provides one year PG programs in HR and Business Leadership. The PG program allows women to hone the leadership skills that will make them an impactful leader.

SOIL is co-created by a group of leading companies (TATA Steel, Mahindra & Mahindra, Infosys, Maruti Suzuki, ICICI Bank etc) from across industry verticals that believe in SOIL and its value proposition. They partner with SOIL to design the curriculum, select and mentor students, present live case studies, guide students for Action Learning Projects and lead the placement process.

 

[Priyani Gupta]

The underrepresentation of women in executive roles, particularly at the CEO or global head level, despite their significant presence in the workforce, highlights a persistent and multifaceted issue within modern-day industries. While women make up more than half of the workforce, only 3–4% reach the pinnacle of corporate leadership. This disproportion is not only alarming but also counterproductive, especially when research consistently shows that women exhibit greater overall leadership effectiveness than their male counterparts.

The cited statistic of women scoring 54.5% in leadership effectiveness compared to 51.8% for men, representing a 2.7% advantage, should serve as a wake-up call to organizations. Leadership effectiveness includes attributes such as integrity, collaboration, innovation, and accountability. These traits, often associated with female leadership styles, are increasingly valued in dynamic and globalized work environments. Yet despite these qualities, the corporate world continues to show a bias towards male leadership, especially in higher age brackets where experience is traditionally considered an advantage.

One critical reason behind this gap is not capability, but organizational and cultural barriers. Men are often fast-tracked into leadership roles early in their careers, while women, despite consistently asking for feedback and striving for improvement, are overlooked. This paradox is deeply rooted in outdated gender stereotypes. For example, women are often expected to excel only in “nurturing” roles such as HR or team development, while leadership traits like taking initiative, risk-taking, or aggressive growth strategies are unfairly coded as masculine traits.

Moreover, life stages such as motherhood and caregiving responsibilities are often seen as obstacles to women’s career progression, whereas similar personal commitments from men are rarely viewed through the same lens. This double standard means women must consistently outperform their male peers just to be considered for equal opportunities.

Encouragingly, the article points to changing tides. Initiatives such as leadership programs specifically tailored for women are a step in the right direction. Business schools like the School of Inspired Leadership (SOIL) are providing targeted programs that help women strengthen their business acumen, leadership style, and confidence. SOIL’s industry partnership with companies like Infosys, Maruti Suzuki, and Tata Steel offers women real-world exposure and networking opportunities, enhancing their readiness for executive roles. This form of practical learning and corporate mentorship is critical for bridging the gender gap at the top.

However, educational opportunities alone are not enough. Organizations must also commit to structural changes such as implementing unbiased hiring and promotion processes, establishing clear career paths for female employees, creating inclusive work environments, and actively mentoring high-potential women. They must redefine leadership not as a masculine trait but as a human one—focusing on outcomes, values, and innovation.

In conclusion, while progress is being made, we still have a long way to go. Recognizing and addressing the barriers women face, investing in leadership development, and fostering an inclusive culture are essential to unlocking the full potential of female leadership. It’s not just a moral imperative—it’s a business one. Companies that embrace gender-diverse leadership are proven to outperform their competitors in innovation, decision-making, and financial returns.

 

[LekshmiGPilllai]

This is a powerful reflection on the current landscape of women in leadership roles, highlighting both the progress made and the challenges that remain. It’s striking that although women constitute over half of the workforce today, their representation at the highest levels—like CEO or global head positions—remains disproportionately low, at only 3-4% globally. This gap speaks volumes about systemic barriers and biases that still need to be addressed.

What stands out even more is the data showing that women outperform men in overall leadership effectiveness, with a 2.7% higher effectiveness rating. This counters outdated stereotypes about leadership capabilities and proves that women are not only equally capable but can even excel in leadership roles. Yet, despite these clear advantages, women continue to face obstacles that prevent them from ascending to senior leadership positions.

The observation about men becoming complacent with their performance after a certain age, contrasted with women’s consistent pursuit of feedback for improvement, offers a valuable insight into the dynamics behind leadership development. Women’s growth mindset and willingness to evolve undoubtedly contribute to their rising effectiveness as leaders over time.

It’s also encouraging to see research challenging the narrow perception that women are only suited for nurturing roles such as relationship-building or motivation. Women have demonstrated strong abilities in taking initiative, driving results, and leading strategically—skills essential for high-impact leadership. The evolution of organizational attitudes toward women leaders is positive, as companies increasingly recognize the benefits of diversity in leadership and actively assign women to senior roles.

The role of institutions like the School of Inspired Leadership (SOIL) is vital in this ecosystem. By offering focused leadership programs tailored to women, and partnering with industry leaders such as Tata Steel, Mahindra, Infosys, and ICICI Bank, SOIL creates an empowering platform for women to sharpen their skills and emerge as transformative leaders. The connection between academic training, industry mentorship, live case studies, and practical projects ensures that women graduates are not only prepared but highly competitive in the leadership arena.

This ongoing shift toward inclusive leadership is crucial not only for gender equity but also for driving organizational innovation, performance, and culture. A diverse leadership team brings multiple perspectives, fosters creativity, and makes more balanced decisions that can better serve customers and stakeholders in a complex global environment.