The path for women in leadership has not been smooth. Although some progress has been made, women are taking more active roles across the private and public sectors in the MENA region.
Governments are setting ambitious goals to close the gender pay gap and more organisations are prioritising gender diversity. A recent Bain and Company report shows that less than 7 per cent of board seats are held by women in the Gulf Cooperation Council (GCC) compared with 20 per cent globally. It’s clear, more work remains to be done.
Creating a path forward for women in leadership requires a collective commitment to inclusivity, setting tangible goals, building supportive workplace cultures, amplifying women’s voices and investing in mentoring.
These steps are essential for ensuring that women not only participate in but lead the transformation of the global workforce.
Inclusive leadership
Inclusive leadership is the foundation of a diverse and equitable work environment. Women, especially those from underrepresented groups, remain significantly underrepresented in leadership positions across various industries.
This usually comes down to a lack of support, with 81 per cent of the women surveyed by Kearney claiming that it’s difficult for them to get the support they need to take on leadership roles.
To foster inclusive leadership, organisations must go beyond tokenism and actively create opportunities for women to influence key decisions.
I have seen successful mentoring programs connect emerging female leaders with experienced mentors who can offer guidance, insight and the networks necessary for professional growth.
Setting tangible goals and accountability
Achieving gender parity and inclusivity in leadership requires clear, actionable goals, and accountability. Organisations must move beyond broad commitments and establish specific, measurable targets for gender parity at all levels.
From hiring to promotion, the priority should be to eliminate unconscious bias and prioritise diversity. Transparency is critical in this process.
My thoughts are that companies should regularly monitor and report their progress on diversity initiatives; publicly sharing these reports and holding themselves accountable.
This view was supported by 66 per cent of respondents of the PwC Women in Work report who believed that governments should intervene in private-sector and set targets for gender diversity
When accountability becomes a core organisational value, equality and inclusivity become a committed effort.
Creating a supportive workplace culture
A supportive workplace culture is essential for empowering women and enabling them to thrive in leadership roles. PwC’s Women in Work highlighted that 56 per cent of women felt they were treated equally to men when it came to promotions.
While diversity policies are important, they must be supported by a workplace culture that genuinely values and nurtures female talent. This includes addressing key issues such as work-life balance, flexibility, and ensuring that the workplace is free from discrimination.
Organisations should create a workplace where everyone feels valued and supported, regardless of gender. This will look different across industries but examples include offering flexible working hours, remote working options and solid parental leave policies.
Amplifying voices of women in leadership
To ensure that women play a central role in shaping the future of leadership, their voices must be heard and valued at every level.
To amplify female voices, women must lead discussions, share their experiences and influence decision-making processes. Women must be well-represented in key meetings, leadership forums and public-facing roles.
Internally, organisations can promote female leadership by creating platforms for women to share their insights directly with senior management or by establishing committees focused on diversity and inclusion led by women.
Ensuring that women’s voices are amplified will enrich the organisation with a broader range of perspectives and ideas, leading to more innovative and inclusive outcomes.
Investing in mentoring
Long-term progress in gender parity hinges on a commitment to mentoring, education and professional development. Organisations must invest in the next generation of female leaders, equipping them with the skills and knowledge they need to succeed and lead.
Mentorship programmes are particularly powerful tools for this purpose. By pairing emerging female leaders with experienced mentors, organisations can provide the guidance, support and networking opportunities that are crucial for career advancement.
This could come in the form of leadership training programs, workshops and seminars, specifically designed to address the challenges women face in the workplace.
Partnering with educational institutions and professional organisations like MMA Global can also help create a pipeline of diverse talent ready to step into leadership roles. The MMA champion gender equality in the workplace, supporting brands to build a stronger, inclusive future for leadership.
A path forward
There is growing evidence in countries such as KSA, UAE and Egypt that the gender-equality agenda is progressing. The path forward for women in leadership is one of ambition, inclusivity and accountability.
By fostering inclusive leadership, setting tangible goals, building supportive workplace cultures, amplifying women’s voices, and investing in mentoring, organisations can achieve true gender parity and diversity in leadership.
These steps are not only necessary for fairness but are also essential for the innovation, creativity and resilience that drive successful organisations.
by Melis Ertem, CEO of MMA MENA
