“When women participate in politics, the effects are more inclusive and democratic. When women are at the negotiating table, peace agreements are more durable. When women are in parliaments, policies are more supportive of families and communities ~ Ban ki-moon former UN Secretary-General.”
Over the years there have been constant discussions and demands for women empowerment and women’s progress in leadership. From the earliest women’s suffrage movements of the early 20th centuries to the adoption of the convention on the Elimination of All forms of Discrimination Against Women (CEDAW) in 1979 to the Beijing Declaration and Platform for Action in 1995 the world has witnessed sustained advocacy for women to have equal voice and power in decision-making.
Internationally, institutions such as the United Nations, the African Union, and the World Bank have repeatedly stressed that women’s participation is not optional but essential for sustainable development, peace, and economic growth. Global goals, including the sustainable development goals (SDG 5 on gender equality), have further cemented those demands, placing women’s empowerment at the center of progress.
Around the world, evidence shows that when women lead, institutions make better decisions, businesses perform better, and community thrives. For instance, a global survey of 13000 firms across 70 countries found that organizations with genuine gender diversity particularly in senior roles, saw profit increases of 5-20%. Yet barriers rooted in policies, cultural norms, and workplace practices continue to hold many women back.
The good thing is a growing body of research and real-world examples reveal how policies, trends, and cultural shifts can work together to change this story
The power of policy
One of the strongest ingredients of change is gender quotas and targets. In countries like Norway where a 40% quota has been introduced for corporate boards, female representation can be noticed at the top. Rwanda, through its constitutional quota of 30% now holds the world record for women’s representation in parliament with over 60% of it’s lower house occupied by women. These and many more show that intentional policy making can normalize women’s presence in leadership spaces that were once closed off.
Another key policy area is pay transparency. The EU’s pay transparency directive adopted in 2023 requires companies to disclose pay gaps and justify parities greater than 5%. This has made many companies correct pay gaps where necessary and strengthen women’s bargaining power.
Family-friendly policies such as affordable childcare, job-protected parental leave and the right to flexible work has also enabled women to remain in the workforce and rise into leadership.
Workplace Trends
Trends in the workplace are also advancing and reshaping women’s opportunities in leadership. For instance, hybrid and flexible work models have proven to be very beneficial for women improving retention, and work-life balance. Studies show no productivity loss but highlight the need for intentional management to avoid proximity bias where those physically present are favoured in promotions. Companies who practice these hybrid trends are encouraged to be transparent about promotion criteria, schedule collaboration days, and to build structures that reach both remote and in-office staff.
The Power of Culture
Culture always carries great power. Even the best policies and workplace practices fall short without cultural change. Women’s development and progress is accelerated when societies normalize women’s authority by celebrating role models and ensuring women are visible in the media, giving them equal voice in public forums.
In Africa, especially Nigeria women remain severely underrepresented in politics and corporate leadership. Efforts at constitutional and legislative reforms have often stalled, however, African countries such as Rwanda have shown that political will plus cultural advancements can deliver positive results for women.
What can be done?
First, for Nigeria and other African countries still struggling with women leadership, there’s a need for enforceable policies at party and institutional levels, corporate adoption of pay-gap reporting, investment in childcare, and cultural advocacy that challenges entrenched gender norms.
The success of women in leadership is not the responsibility of women alone. It can only be made possible if the government combines efforts with companies to transform workplace systems, and set enforceable standards, communities rewrite cultural scripts and of course women are good to each other.
Also, at the national and community levels, conversations around women’s empowerment should grow louder, with women’s rights organizations, civil society groups, and professional associations pushing for reforms in education, workplace policies, political representation, and protection against gender-based violence. Campaigns for gender quotas, equal pay, childcare support, and anti-harassment policies must continue.
Finally, quotas, pay transparency, parental leave, hybrid work, anti-harassment protections, and cultural bonds are really tested tools in helping women thrive in leadership.
With WILAN track record, we’ve seen firsthand how women’s progress can be accelerated when they’re provided the right tools in a conducive environment.
About the Author
Oluwaponmile Orija Shittu is a graduate of food science and technology. She is the author of the literature book ‘The rough path’. She was a writing fellow for African liberty and currently works as an Administrative assistant, a public speaker, and a programs manager. She’s also a championing advocate for the think tank- Women For Liberty Africa.
Her main interests are: women empowerment, girl child empowerment, public speaking, writing, social media, print media and journalism. She has written for several newspapers, international news outfits, journals, and websites.
