Why Support Women in Leadership Roles?

Today’s post comes to us from contributor Cecily Tyler , lead human insights program manager at UKG. It is the first article in a two-part series on the importance of women in leadership roles, with a focus on women in the media, television, and film industries.   

As a woman, I’ve had my moments of being the minority, especially while holding positions of leadership in the media, television, and film industries. I was oftentimes the only woman on set or the only one involved in the “fun stuff” like creative decision making. Some of the things that were said directly to my face, as well as some of the other things said behind my back (but within earshot) — well, let’s just say they certainly had a creative flair to them. (For context: HR is often MIA in the film industry, especially in freelance roles.)   

Over those years, I also developed positive male friendships with colleagues and mentors in the film industry — incredible leaders and confidants who I strive to be like today. I was grateful for their influence in my life, and it certainly helped me feel less alone or less affected by some of the other behaviors for which Hollywood is well known. These behaviors are key to this discussion regarding women in leadership, however, because the accepted behaviors and attitudes of Hollywood tend to reach into and advise our everyday lives.   

Women in Leadership: A Very Brief U.S. History   

Clearly, women have made contributions to business and society throughout history. Yet, every step forward has often been considered an exception rather than the rule. Frances Perkins was appointed the first female cabinet member in the White House under President Franklin D. Roosevelt in 1933, but it would be another 20 years until Oveta Culp Hobby’s appointment in 1953, and then another 22 years until Carla Anderson Hills’ appointment in 1975.   

It took until 1972 for Katharine Graham to become the first woman CEO of a Fortune 500 company (The Washington Post). Marion Sandler was named co-CEO of Golden West Financial with her husband just a few years later. But it wasn’t until 1986 that Linda J. Wachner would lead the Warnaco Group as sole CEO, and then more than a decade until Jill Barad took the mantle at Mattel in 1997.   

It took almost 200 years for Sandra Day O’Connor to be appointed the first woman to the U.S. Supreme Court in 1981. Ruth Bader Ginsberg followed 12 years later, in 1993. (Let’s please remember each of these women as they are some of our guiding stars, our history makers.)

Today, we do have four sitting female Supreme Court justices out of nine, which is an amazing accomplishment. It reminds me, however, of the quote by Justice Ginsberg, on when there would be enough women on the Supreme Court and she said, “When there are nine.” This was met with astonishment. Her point was not that the Supreme Court should be made up entirely of women — it was that no one ever questioned when it was all men. This is the crux of where we are with women in leadership and equity: that we are still the exception, not the rule.   

That so many of these advances did not occur until after the 1970s is not surprising, however. Much of the U.S. legislation that legally ended discrimination against women in business and everyday life was passed during that decade. To this day, however, fewer than 10% of Fortune 500 businesses are led by women. Women have made strides in leadership overall, but it’s still far from equal representation to their percentage of the world’s population of just under 50%.   

Why Is Increasing Women in Leadership So Crucial?   

Women are half of the world’s population, but make up only 32% of the Fortune 500 leadership roles, and 35% of leadership positions overall. Therefore, leadership does not reflect an equitable reality of our population. The numbers vary among industries and the public vs private sector — but that 50/50 split remains elusive almost across the board. As we strive for equity and equality in all walks of life and for all people, this is a huge discrepancy. As more families and households are dual income and/or led by women, the need for equity — in particular, pay equity — is more vital than ever.   

Increasing the number of women in leadership roles is first and foremost essential for the continued advancement of women in the workplace. The benefits are plentiful. For example, increased visibility of women in leadership roles helps to inspire the next generation, and it creates more opportunities for mentorship for younger women entering business.   

But let’s be clear: women in leadership is not only crucial for women. Research shows that the experience and skill sets that women leaders often bring to the table are advantageous to every member of the workforce and entire organizations. Women tend to have more highly developed emotional intelligence, empathy, and vulnerability. When a female leader is the real deal, strong and able, she encourages her team to develop those attributes as well. This is particularly helpful in creating a safe space for male team members and other male leaders, who have not traditionally been “given permission” to develop these skills, which are becoming more and more vital in this age of business.   

Moreover, strong women leaders show greater team development for traits, such as:  

• Collaboration and conflict resolution; 
• Equity for everyone; 
• Pay equity and transparency for everyone; 
• Compliance, especially leaning into compliance; 
• Embracing and encouraging diversity, and recognizing the innovation that comes with diversity; 
• Work/life balance, and navigating work/life balance given their experience in the workforce to date; and 
• Caregiving support. 

Supporting these skills and values also leads to greater retention and employee engagement.   

Now that we know some of the benefits of women in leadership roles, next week, I’ll discuss how businesses can support more equity for women. Check back here at the UKG Workforce Institute’s LinkedIn page on Tuesday, June 4, for part two of this series.