By Susan Truter, audit partner at Forvis Mazars in South Africa
The need for inclusive and diverse leadership has never been more pressing. And yet, despite decades of advocacy, the advancement of women into leadership roles – across politics, business and public service – remains a global challenge.
The journey toward gender parity is not merely a question of representation. It is a business imperative and a driver of innovation
Susan Truter, audit partner at Forvis Mazars in South Africa. Supplied by Forvis Mazars in South Africa
The latest data from UN Women and other global studies paint a stark picture. As of June 2025, only 27 countries have women serving as Heads of State or Government. At the current pace, gender equality at the highest levels of power will not be achieved for another 130 years. In parliaments worldwide, women occupy just over 27% of seats – a modest increase from 11% in 1995, but still far from equitable. Meanwhile, only 35.5% of elected members in local governments globally are women, with most leadership portfolios still relegated to traditional areas such as social inclusion, family affairs and culture.
The data reveals deep structural and cultural barriers, but it also underscores the profound impact of women leaders. In India, for instance, women-led panchayats (local self-governed institutions) initiated 62% more drinking water projects than their male-led counterparts. In Norway, the presence of women in municipal governments directly correlated with increased childcare coverage. These are not isolated anecdotes – they reflect a broader truth: when women lead, communities thrive.
From a business perspective, the case is similar: according to DDI’s 2023 Global Leadership Forecast, companies in the top 10% of financial performance had, on average, 29% women leaders – compared to only 23% in underperforming organisations. The correlation suggests diverse leadership teams outperform their peers, bringing different perspectives to strategy, risk-taking and problem-solving.
Yet in the face of economic uncertainty, many organisations are deprioritising their Diversity, Equity and Inclusion (DEI) initiatives, expecting equality to unfold naturally. This is a critical misstep. The absence of intentional focus on women’s leadership development erodes bench strength, talent pipelines and long-term resilience. High-performing organisations consistently invest in identifying and supporting high-potential women – who, research shows, are often under-represented in talent-development programmes.
One contributing factor to the disparity in leadership outcomes is the presence of subtle but meaningful barriers in women’s development journeys. While access to developmental experiences is improving, gaps remain. For instance, 24% of women leaders report having had a formal mentor, compared to 30% of men – a modest difference, but one that can influence long-term career progression. Similarly, after leadership training, 57% of women say they receive career-advancing feedback from their managers, slightly below the 62% reported by men. These differences may appear narrow, but over time they can compound and contribute to unequal advancement opportunities.
P&L responsibility, often a critical step toward C-suite roles, is another area where women are under-represented. Among senior executives, 79% of men have held P&L roles, compared to just 67% of women. These missed opportunities are not simply individual losses; they represent lost innovation, diminished strategic capability and weakened leadership pipelines.
Support during career transitions is another overlooked necessity. Women are 12% less likely to receive leadership skills training when entering a new role, and 15% less likely to undergo assessments to identify strengths and development gaps. Without structured onboarding and development support, many women are left to navigate these shifts alone – often under heightened scrutiny and pressure.
Retention, too, presents a sobering challenge. Despite the business case for women in leadership, many organisations are failing to retain them. Women are 1.5 times more likely than men to believe they must leave their current organisation to advance. Among women executives, 40% say they plan to leave, compared to just 29% of men.
This is especially critical in STEM industries, where the challenges – and opportunities – are particularly pronounced. Women leaders in manufacturing, healthcare and technology are 1.8 times more likely than men to prioritise workforce engagement. Their focus on the human dimension of leadership is invaluable in industries undergoing massive technological change. Meanwhile, male leaders in these sectors tend to prioritise emerging technologies. The future of STEM depends not on choosing one approach over the other, but on balancing both – a balance more easily achieved with gender-diverse leadership.
So where do organisations go from here?
The answer lies in intentional, measurable action. Companies must audit their current practices – from mentorship programmes, to promotion pathways, to performance feedback – and remove barriers to equitable advancement. Formal sponsorships, equal access to critical experiences like P&L responsibility, and structured transition support must become standard practice, not afterthoughts.
DEI isn’t a passing initiative – it’s a core business strategy. If trust is the currency of retention, then visible, authentic follow-through on leadership development and inclusion promises is the investment required.
Forvis Mazars believes that driving sustainable business success demands inclusive leadership. Empowering women is not about charity or compliance – it is about unlocking potential, driving innovation and building resilient institutions equipped for the future.