In the world of IT leadership, gender inequality remains a significant obstacle for women striving to reach the top echelons of corporate success. Recent studies, including one by McKinsey, highlight that women leaders often transfer jobs at higher rates than their male counterparts, driven by a demand for more from their employers and a willingness to seek opportunities elsewhere.
Cindy Sieberts, national director for South Africa at MFS Africa, underscores the sluggish progress towards inclusivity. The Johannesburg Stock Exchange, Africa's largest, saw only 15% of its executives being women in 2022, according to PWC. Despite a slight improvement from the previous year, executive parity is projected to take a staggering 17 years.
Lytania Johnson, CEO of First National Bank's personal section, points out that biases, both conscious and unconscious, continue to shape perceptions of female capabilities in contrast to males. Outdated notions that women with familial responsibilities are less suited for positions requiring extensive travel persist in many traditional organizations. This inadvertent sideline qualified women for leadership roles.
Akhona Qengqe, KFC Africa GM, agrees, emphasizing that a lack of opportunities is a major contributor to the low representation of women in corporate leadership. Marlene Pappas, COO of KPMG South Africa, adds that internal factors also hinder progress. Outdated stereotypes and conditioning discourage young women from pursuing leadership roles, perpetuating a cycle of inequality.
To effect meaningful change, leaders like Johnson advocate for women-inclusive policies and practices, such as flexible work arrangements, lactation rooms, and pay parity. Additionally, mentoring, networking, and leadership development programs can provide crucial support for women aspiring to leadership positions.
Microsoft Africa president Lillian Barnard stresses the importance of intentional pipelining, emphasizing the need for organizations to cultivate a robust pipeline of women leaders. She contends that true equity necessitates empowering women at every level of the organization, making succession planning more practical and sustainable.
Creating an inclusive workplace culture is paramount, according to Barnard. Fostering an environment where all employees feel valued and inspired to excel is key. Furthermore, women who reach leadership positions must actively mentor and develop young women in their respective fields while also advocating for executive diversity.
Sieberts highlights the proven benefits of diverse teams, asserting that they are more innovative and apt to devise creative solutions. Embracing discomfort and diverse perspectives, she argues, is the catalyst for genuine progress and transformation in corporate culture.
Ultimately, true progress will come from a collective effort to challenge and transform entrenched norms, creating a more equitable and vibrant future for women in leadership roles.