4–6 minutes read
In an environment of uncertainty and increasingly complex challenges organizations face on a daily basis, a need for a rapid change is imperative. This primarily underlines the increasing demand for a new generation of leaders able to make thoughtful and balanced decisions based on the needs dictated by society and the economy.
Therefore, the mention of diverse leadership should not be a matter of fairness, but of necessity. This concerns, among other, the creation of stronger teams that contribute to the improvement of business results and ensure the inclusion of different perspectives, which in the end can be complementary and equally necessary in the decision-making process.
Studies highlight better decision-making processes
The inclusion of people with different life experiences, backgrounds and worldviews contributes to the likelihood that assumptions forming the basis of numerous mistakes are more likely to be challenged; this, in turn, will ultimately result in better recognition of risks, leading to new solutions that consider the broader picture of problems. The additional value of the objectivity of different perspectives has shown better approach towards results that give organizations the opportunity to be better prepared to respond to changes, which are not only imperative for navigating today’s business world, but at the same time the only way to seize new opportunities and grow. All things considered, an organization will better prepared if their decisions reflect the real needs of employees and the community that the business ultimately serves.
Research consistently shows that diverse teams make better decisions. According to research highlighted by the Harvard Business Review, gender-diverse teams make better business decisions 73% of the time, while teams that are diverse in terms of gender, age, and geography make better decisions up to 87% of the time. Studies also suggest that organizations with inclusive leadership are more likely to foster engagement, innovation, and better results. Diverse perspectives help prevent “groupthink,” which is described as a situation in which teams become too similar in their thinking and overlook important issues.
According to the findings of McKinsey’s Women in the Workplace report, women remain underrepresented in leadership positions despite making up a significant portion of the workforce. McKinsey research also shows that companies with more ethnically and racially diverse leadership teams are 36% more likely to outperform their competitors financially. The report highlights that women, especially women from underrepresented groups, often face additional barriers to career advancement. This means that many organizations continue to miss out on valuable talent, perspectives, and leadership potential.
The challenge is not obscure. Women are often promoted at lower rates than men in the first step to management. According to the 2024 McKinsey report, for every 100 men promoted to management positions, only 81 women get the same opportunity. Over time, this creates a “barrier” in the career ladder, making it harder for women to reach senior leadership positions later in their careers. Research shows that organizations that actively support women’s advancement, invest in inclusive leadership, and remove structural barriers are more likely to build stronger, more resilient teams.
At the same time, there are signs of progress. McKinsey’s research shows that women now hold 29% of C-suite positions, compared to just 17% in 2015, showing that organisations are increasingly recognising the value of more diverse leadership.
While women are often promoted at lower rates than men in the first step up to management, progress is happening in some areas. More companies are introducing mentorship programmes, leadership development initiatives and flexible work policies designed to support women’s advancement.
Although challenges remain, the overall direction is encouraging. More organisations are measuring diversity outcomes, setting representation goals and investing in inclusive workplace cultures. Public conversations around equality and leadership have also become stronger in recent years, creating more awareness.
Why this matters for HerTurn
Projects like HerTurn focus on creating opportunities and empowerment and the overall recognition that diversity matters. When access is equally provided, it benefits entire organizations – not just the public image in the context of a kind of employer branding, but the function on which all success is based.
Supporting one does not mean excluding others. Contrary to positive discrimination, it means equality. It is about ensuring that talents are not ignored due to biological or sociological determinants and that they are not based on old assumptions that are often bordered by bias. Organizations benefit from this approach, because if all people are given the opportunity to contribute based on potential and ability, this ultimately reflects on business success, which is, at the end of the day, what business entities exist for.
As with talking to each other, creating requires action. Creating is a process, and it begins with identifying problems and gaps. When it comes to creating more diverse leadership teams, any organization can start by examining hiring practices, promotions, mentoring opportunities, and support. It can include examining the needs and capabilities of the individuals they work with in its own inquiry, resulting in a work culture where diverse voices are heard and potential is perhaps made more visible.
Communication is often merely the beginning, and leaders play an important role in that process. If we want to call ourselves inclusive leaders, it means being able to listen actively, encourage open discussion with concrete arguments, and recognize diverse perspectives as objects of better decision-making, not as a drag on business processes.
Diversity in leadership is not simply a social goal. It is a practical advantage. When organisations include a wider range of experiences and perspectives, they make better decisions, respond more effectively to challenges and create environments where more people can succeed.
The future of leadership will belong to organisations that understand this and are willing to act on it.