Let’s talk about leadership. Imagine leadership as an elegant symphony, where the conductor’s power doesn’t lie in dominating the orchestra, but in harmonising its many parts through precision and collaboration. Why should such an influential role be reserved just for men?
The Persistent “Boys’ Club”, It’s real!
As a business strategist observing the Business and corporate world, I’ve seen how the “boys’ club” still pervades, acting as a formidable barrier that restricts women from entering boardrooms and assuming influential advisory positions. The men holding these positions need to be prepared to step aside; otherwise, meaningful change will remain elusive.
For over two decades, I’ve navigated the testosterone-fuelled corridors of the automotive industry as a senior advisor, often the only woman in rooms filled with men who automatically assumed my knowledge stopped at the colour of a vehicle’s paint. The biases I encountered weren’t subtle: raised eyebrows when I spoke about industry specifications and code of conduct, interrupted presentations when discussing market strategy, and the constant underlying question, “What does a woman know about cars?” Despite demonstrating competencies equal to or exceeding many of my male counterparts in leadership positions, I initially attributed the roadblocks to my lack of experience rather than my gender. So I worked harder. Then harder still. Yet today, I continue to watch less qualified men take the driver’s seat in roles I’m perfectly equipped for, not because I lack vision or capability, but because I make the establishment uncomfortable with my strategic thinking and proven ability to drive meaningful change. My journey isn’t just a personal struggle; it’s a testament to the persistent reality that in industries like automotive, being competent isn’t enough when you’re a woman challenging the sanctity of the boys’ club.
Leadership has traditionally been framed in masculine terms, valuing assertiveness over qualities like empathy and collaboration. However, research highlights that effective leaders blend these characteristics. In Australia, discussions about diversity and inclusion are prominent in boardrooms and politics. It’s time to redefine leadership, allowing it to encompass its true range. Women, especially from minority backgrounds, continue to battle outdated stereotypes that undermine their authority. We need to challenge these notions and acknowledge the evidence-based perspectives on modern leadership.
We must debunk the “Soft Leadership” Myth!
There’s a persistent belief that women are too “soft” for decisive leadership roles. Yet, data paints a different picture. A 2023 study by McKinsey & Company and LeanIn.Org highlighted women’s exceptional crisis management and adaptability skills. During the COVID-19 pandemic, female-led countries like Germany under Angela Merkel and New Zealand under Jacinda Ardern were praised for their decisive and compassionate leadership.
Think of leadership as a bridge, not built on brute strength, but on resilience and adaptability, qualities that foster effective guidance and understanding. Research from the UK’s Chartered Management Institute shows companies with more women in leadership positions outperform those led by men. Yet, progress toward gender balance remains sluggish, hindered by the entrenched boys’ club. Despite evidence that diversity leads to better outcomes, many male leaders favor promoting those who mirror their image. Autocratic leadership is losing relevance. Today’s best leaders resemble navigators, steering their teams with insight and inclusivity. This metaphor for modern leadership, knowledgeable, inclusive, forward-thinking is supported by research indicating that such qualities drive innovation and satisfaction.
Evolving the notion of a “strong male leader” broadens our understanding of true leadership. It isn’t about who can assert authority the loudest, but who can inspire and bring about meaningful change. Women across Australia and beyond demonstrate this capacity when given opportunities.
The answer is uncomfortable but clear: the boys’ club remains firmly entrenched, and its members are reluctant to surrender their privileged positions. Individual effort alone isn’t enough; systemic change is crucial for true equality. Organisations need to go beyond lip service, addressing biases in hiring and promoting practices. They should offer developmental programs supporting women and underrepresented groups and confront inequality proactively.
Men have a crucial role as allies, requiring them to step back and support when necessary. It involves acknowledging and advocating for overlooked qualified women, challenging dated perspectives, fighting for just practices, and recognising inclusion as a valuable asset. Even with policies supporting women, true progress involves more than superficial actions; it requires engaging leaders in substantial cultural shifts. Applauding policy adoption without real action remains ineffective.
Imagine a gardener tending to a diverse garden. A skilled gardener doesn’t fight against nature; they work with it, adjusting their methods to suit different plants. They don’t just give orders; they understand the soil, predict the weather, and collaborate with their team to nurture growth. This is what leadership looks like today: flexible, inclusive, and proactive. Interestingly, research indicates that organisations embracing these varied leadership styles often excel in innovation, employee happiness, and financial success.
There are Structural Barriers That Persist!
Individual brilliance can only take us so far; structural change is the real key to unlocking equality in leadership.
And men, yes, MEN, they have a crucial role to play here. Being an ally doesn’t just mean stepping up; in many cases, it means stepping aside. It means recognising when qualified women are being overlooked and having the courage to recommend them instead of another man from your network. It means challenging outdated mindsets, advocating for fair hiring practices, and recognising that inclusion is not a threat, it’s an advantage.
Move on, Beyond Token Policies!
Your organisation might have a menopause policy, which is commendable, but how at ease do your senior female employees feel about implementing it? Are your leaders genuinely supportive, or do they participate in the required training sessions with a dismissive attitude and one eye on the clock? Are your initiatives genuine efforts, or are they merely superficial solutions to a more profound cultural issue?
The situation is clear: when a woman expresses anger or assertiveness at work, she is often labeled as difficult or overly emotional, whereas a man displaying similar, often negative, behaviors is considered assertive, bold, and straightforward. It is evident that the more a woman exhibits traits typically associated with men, the more likely she is to advance in her career, often having to alter her identity for professional success, thus compromising her authenticity.
So, here it goes: The Path Forward Requires Courage.
Dismissing women as naturally “softer” leaders hinders societal and organizational progress. Effective leadership isn’t about sticking to old templates; it adapts and evolves. The best leaders, like skilled conductors, adapt to conditions, empower others, and inspire change.
In questioning women’s leadership capabilities, we overlook the reality: they are already leaders. The issue lies with current male powerholders, are they willing to confront their advantages and make room for female leaders?
The future of leadership doesn’t hinge on choosing between strength and empathy but on recognising that leaders, regardless of gender, can embody both. Experts in leadership are vital in guiding organisations towards a diverse and competent leadership culture.
Until the boys’ club confronts biases and exclusionary practices, and steps aside when necessary, achieving gender parity in leadership will remain a distant goal. The need for change is evident, the only question that remains is whether those with the power to effect that change dare to do so.
