In recent years, there has been a growing trend of women professionals taking up leadership roles in various industries. Enough has been said about gender equality at the workplace with an aim to achieve broadly equal opportunities and outcomes for women and men. However, despite their increasing representation, women managers are still facing significant challenges in the workplace. Compared to men, women are less likely to work full-time, more likely to be employed in lower-paid occupations, and less likely to progress in their careers. This results in higher incidence of job switching among women in managerial positions. This article delves into some of the reasons behind this trend and sheds light on the systemic and organisational factors contributing to women’s job mobility.
Gender Bias and Stereotyping:
A major factor influencing women’s decisions to switch jobs is the prevalence of gender bias and stereotyping. Stereotypes that portray women as less competent or less suitable for leadership positions can create a hostile work environment and hinder career growth. Women may find themselves undervalued, facing gender-based discrimination, or being passed over for promotions, leading them to seek better opportunities elsewhere.
Limited Career Progression Opportunities:
The glass ceiling remains a persistent barrier for women in many organisations. Despite having the skills and qualifications, women managers often find limited opportunities for career progression. The lack of mentorship and sponsorship from senior leaders can impede their advancement, leaving them frustrated and seeking new roles in companies that offer better growth prospects.
Work-Life Balance:
Balancing professional responsibilities with family and personal life continues to be a significant challenge for women managers. The demands of a managerial role, combined with societal expectations, can lead to burnout and stress. When employers fail to provide adequate support or flexible work arrangements, women may opt to switch jobs in search of a healthier work-life balance.
Pay Disparities:
Gender pay gaps persist in many industries, even among managers. Women managers often find themselves earning less than their male counterparts for similar roles and responsibilities. The disparity in pay can be a driving force behind job switching, as women seek equitable compensation and recognition for their contributions.
Lack of Inclusive Work Cultures:
A positive and inclusive work culture is essential for employee satisfaction and retention. Unfortunately, some workplaces may still harbour biases or fail to foster an inclusive environment, making it challenging for women managers to thrive. Companies that prioritise diversity, equity, and inclusion tend to attract and retain top female talent.
Unconscious Bias in Hiring and Promotions:
Unconscious biases in hiring and promotion processes can perpetuate the underrepresentation of women in leadership roles. When women perceive that their skills and accomplishments are undervalued or overlooked due to gender bias, they are more likely to explore opportunities with organisations that demonstrate fairness and equity.
Lack of Female Role Models:
A lack of visible female role models in leadership positions can hinder women’s career aspirations. Without seeing other women succeed in higher roles, women managers may feel discouraged and question their ability to advance within their current organisation.
Organisational Culture and Values:
The overall culture and values of an organisation play a crucial role in determining employee engagement and loyalty. Women managers are more likely to stay with companies that align with their personal and professional values. When organisational values do not align with their own, they may seek employment elsewhere.
The trend of women managers switching jobs at high rates is a complex issue, influenced by systemic, cultural, and organisational factors. Addressing this challenge requires a comprehensive approach that includes eradicating gender biases, promoting inclusive work environments, ensuring pay equity, and nurturing female talent through mentorship and sponsorship programs. Organisations that prioritise these efforts will not only retain their female managers but also create a more diverse and inclusive workforce that fosters innovation and success, where everyone feels supported, respected, and on equal standing.
Empowering women in leadership positions benefits not just the individuals but the entire organisation and society as a whole.
The author is Senior Partner at BOD Consulting