Achieving Gender-Equitable Leadership

In the corridors of power at global development organisations, women remain underrepresented at the highest levels. Over the years, these organisations have made progress in advancing gender balance, yet challenges remain. What holds women back, and how can institutions break the cycle?

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A recent report by GWL Voices, which analysed 54 major multilateral organisations,* underscores the challenge. Since 1945, only 13% of elected leaders in these institutions have been women. Nineteen of these organisations have never had a female leader, and while representation at the senior management level has improved (43%), governing bodies remain overwhelmingly male (29%). These figures reveal that while progress is real, it is far from complete.

Dr. Ratna Sahay, former Senior Adviser on Gender and Special Adviser to the Managing Director at the International Monetary Fund (IMF), offers a rare insider’s perspective on the systemic barriers women face in leadership and shares advice for women aspiring to reach leadership positions in multilaterals. With over three decades of experience across international institutions and collaboratives—including the IMF, G20, and the World Economic Forum—Dr. Sahay has witnessed firsthand the evolving leadership landscape, marking both progress and persistent gaps.

The Double Burden of Bias and Barriers

Dr. Sahay’s story is one of resilience against entrenched norms. When she led the IMF’s first all-female mission, a Prime Minister initially questioned the delegation’s leadership. While less common today, such biases still shape perceptions of women in power.

Structural challenges reinforce these biases. Many women in global institutions excel in junior roles but are then faced with the “leaky pipeline” and struggle to rise. Research shows that even when women receive high-performance ratings, they are promoted less often than men and have fewer opportunities for high-visibility assignments, sponsorship, or leadership development.

The Value of Gender-Inclusive Leadership

These systemic obstacles don’t just hold women back—they also weaken institutions. The data is clear: when leadership is more inclusive, organisations become more resilient, innovative, and effective.

Dr. Sahay’s research highlights that organisations with greater gender balance demonstrate increased stability and stronger governance. More broadly, diverse leadership fosters better decision-making, minimises groupthink, and enhances institutional credibility. When organisations prioritise diversity, they benefit from a broader range of perspectives, ultimately strengthening their ability to serve global stakeholders.

To accelerate progress, organisations must move beyond viewing gender equity as a moral issue and recognise it as a strategic advantage. Inclusive leadership enhances governance, risk management, and overall institutional effectiveness.

What Organisations Must Do Now

Dr. Sahay highlights key strategies that have driven change within the IMF and other organisations:

1. Commitment from Leadership – Sustainable change happens when gender equity is embedded as a leadership priority. At the IMF, Christine Lagarde and Kristalina Georgieva reinforced this commitment by actively championing women’s advancement. Other institutions can benefit from similar top-down support.

2. Reforming Hiring and Promotion Practices – Institutions must take active steps to ensure diverse candidate pools. The IMF, for example, requires that every senior hiring shortlist include at least one woman, breaking the cycle of unconscious bias.

3. Building a Strong Pipeline – Dr. Sahay emphasises that creating real opportunities for women in leadership requires more than just recruitment. Organisations must actively make efforts to give women a seat at the table. Importantly, as Dr. Sahay notes, having senior champions who advocate for women’s leadership can be a game-changer, opening doors to high-visibility roles and accelerating career progression.

4. Investing in Care Infrastructure – The unequal burden of unpaid care work remains a key barrier to gender parity. Institutions that invest in quality childcare, elder care support, and family-friendly policies create an environment where women can thrive professionally.

5. Challenging Cultural Norms – Many women hold themselves back due to ingrained societal expectations. Encouraging women to take up space—literally and figuratively—is essential. As Dr. Sahay notes, small actions, like urging women to sit at the table rather than the sidelines, can have outsized impacts on visibility and influence.

The Trickle-Down Effect: Leading by Example

When global institutions prioritise gender balance at the top, the impact extends beyond their internal structures. Multilateral organisations engage with governments, financial institutions, and development agencies worldwide. Inclusive leadership at the highest levels signals to member countries that gender balance is not just achievable but beneficial, fostering broader policy shifts and cultural change. Women in leadership roles serve as role models, reinforcing the importance of diverse governance structures.

The Path Forward

Achieving gender parity in global institutions is not just about fairness—it is about effectiveness. The world’s most pressing challenges, from climate change to financial stability, require diverse perspectives and inclusive leadership. If multilateral organisations are to fulfil their mission, they must lead by example.

At SRI Executive, we work with global institutions to develop leadership strategies that drive meaningful change. From executive search to organisational and leadership development, we help organisations build diverse, high-performing teams that reflect the world they serve.

Are you interested in building a more inclusive leadership team? Contact SRI Executive to explore how we can help your organisation break barriers and drive impact.

*The report includes data on the heads of 54 organisations, whereas the data for senior management teams and governing bodies involves a smaller sample.