Turning Up the Volume on Female Leadership
The late Supreme Court Justice Ruth Bader Ginsburg once said, “Women belong in all the places where decisions are made.” Her words remain a powerful reminder of what inclusive leadership should look like, not just presence and a head count in the boardroom, but real influence.
Today, women occupy more seats at the table than ever before. According to UK government data, as of 2025, women hold 43% of board seats and 35% of leadership roles in FTSE 350 companies.
These milestones are worth recognising. But presence doesn’t always translate to power. In many boardrooms, female voices still struggle to be heard. Influence remains diluted, opportunities uneven, and scrutiny often more intense for women who step into visible leadership.
Boards committed to lasting progress must ask the harder question: Are women in leadership roles simply included, or are they shaping direction with credibility, confidence, and authority?
Why Female Leaders Still Face Barriers
Stereotypes That Persist
Despite progress, leadership continues to be imagined in traditionally masculine terms. Research shows that perceptions of “strong leadership” often default to behaviours such as assertiveness, dominance, and competitiveness.
When women adopt these same behaviours, they may be judged as abrasive or unlikable. If they instead lead with empathy, collaboration, or quiet authority, they risk being viewed as lacking gravitas. Either way, the bias remains, and it’s holding many back.
The Emotion Trap
Gendered expectations also influence how emotional expression is perceived. A raised voice in a man may be read as passion; in a woman, it may be labelled emotional. Calmness in a male leader is often seen as steady; in a woman, it can be misread as cold.
Studies continue to show that women leaders are viewed as more emotional than men, an assumption that undermines credibility and subtly shifts how performance is evaluated.
Gaps in Development
Leadership readiness starts well before the boardroom. Women are often overlooked for high-impact, high-risk projects that stretch capabilities and increase visibility. Instead, they may be steered toward supportive or operational roles.
The result? A slower path to senior leadership and a shallower pipeline when boards go looking for the next wave of talent.
The Double Bind
The expectations placed on women in leadership remain disproportionately complex. They must be decisive but approachable, assertive but not too assertive, competent but warm.
This double-bind is more than a social challenge, it’s a career barrier. Research shows women CEOs are subject to higher levels of scrutiny and unconscious bias than their male peers. For too many, this makes reaching (and staying in) the top seat an uphill climb.
What Boards Can Do Differently
Define Culture in Practice
Values like “collaboration” or “bold thinking” are often listed in annual reports, but what do they look like in practice?
Boards should explore how decisions are made, how risk is handled, and what behaviours are rewarded. This creates a fairer, clearer standard. One that allows different leadership styles to thrive without conforming to outdated moulds.
Rethink Recruitment and Promotion
Many job descriptions still reflect male-dominated career paths. Interviews can unintentionally reward charisma over capability. Inclusive boards go deeper, removing gendered language, implementing structured interviews, and giving equal weight to relational and financial leadership qualities.
Real change starts with diverse shortlists, not just at the final stages, but from the beginning.
Support Integration, Not Just Appointment
Even the strongest appointment can falter without support. Executive coaching, peer mentorship, and intentional onboarding all help new leaders build influence and credibility early.
Boards that focus on integration, not just access, create conditions where female leaders can fully contribute.
Measure Voice, Not Just Headcount
Representation matters, but metrics alone aren’t enough.
Boards should ask:
- Are female leaders’ ideas taken forward?
- Do their perspectives influence strategic direction?
- Is their leadership style recognised and rewarded?
Qualitative feedback collected through 360 reviews, board assessments, and cultural audits can uncover gaps that pure numbers miss.
Why This Matters for Performance
The evidence is clear: companies with more women in senior leadership consistently outperform those with less.
Gender-diverse boards are linked to:
- Higher shareholder returns
- Greater innovation
- Stronger employee engagement
- Increased organisational resilience
The absence of female voices represents more than a diversity issue; it’s a strategic risk. Missed perspectives weaken decisions. Missed talent slows growth. In a competitive landscape, those gaps compound over time.
Boards that fail to fully harness female leadership risk falling behind those that do.
Final Reflection
Turning up the volume on female talent requires more than celebrating progress, it demands removing barriers, redefining success, and creating workplaces where women are not only present, but influential.
For boards and CEOs, the rewards are tangible: sharper decisions, stronger teams, and a more resilient organisation.
At Novo Executive Search, we partner with boards to ensure female leaders are not only appointed, but integrated, supported, and empowered to shape the future with impact.
