Female Leadership: cultural change, not quotas

Published on: 8. April 2024

Author:

Nicole Neubauer

Reading time:

Reading Time: 4 minutes

Women’s quota. How do you feel about that?

Melissa Di Donato, one of the leading top female managers and head of the world’s largest open-source software company Suse, said about the women’s quota: „I fundamentally don’t believe in quotas because, as a consequence, every man will ask himself, ‘Did I get my position because of a quota?’ They would question my competencies, my person and my abilities just because I am a woman in a quota system.“

I can only agree with Di Donato – after all, this is based on the credo that we at metaBeratung have been living since 2005: personality matters. And it has to match the requirements of the job – regardless of gender. Today, even more than in 2005, many of our clients rely on our selection consulting: a consulting service in which we support corporate decision-makers and HR decision-makers in matching the requirements of the position with the personality of the candidate.

What skills are required – how should they be ‘weighted’?
Is there a job profile, a job description for the position?
Is there a career model in the company – where roles are clearly ‘located’ and there are clear competency requirements?

After reviewing the materials, and in close consultation with the client, we create a skills profile that we can later compare with the results of the Hogan personality tests to make a recommendation on whether the candidate is a good fit for the position. The assessment results can also be used to monitor onboarding – the first 100 days – and to set specific goals for the probationary period that can be followed up by HR and line managers. This is selection as it should be: fair and objective.

Female leadership without quotas – is it possible?

Coming back to quotas, initially it was important to have more women in management positions. However, the latest studies show that women only stay in management positions for an average of two years before they leave. On the one hand, this may indicate that the position was filled “only” because of the quota, but that the personality did not fit the position – or that the position was an “ejector seat” from the start.

Studies show that women are often more modest than men and do not necessarily put themselves in the front row of the leadership battle. Recent studies show:

Even today, only about one in three European managers is female (one in five in Luxembourg)¹
Women with comparable qualifications, activities and CVs still earn 7% less than their male counterparts²
Women spend over 50% more on care work than men³

So it’s a good thing that the call for measures is not getting any quieter. It was only in November that the EU sealed a women’s quota for supervisory boards. By the end of 2026, 40% of the supervisory board members of listed companies should be women. This is a great opportunity and explains the many ‘Women for the Board’ programs that have been offered as leadership programs since last year.

So what can women who want to become more “visible” and aspire to lead do?

Strengthen your self-confidence:
Believe in yourself and your abilities. Self-confidence is an important quality for managers, regardless of gender.
Network:
Build a strong professional network that can provide you with support, resources and mentoring. Networking can help you identify professional opportunities and advance your career.
Training and development:
Invest in your professional development through continuing education and development programs. Keep up to date on industry-specific trends and best practices.
Promote yourself:
Be proactive in seeking opportunities for professional growth and promotions. Don’t be afraid to stand up for yourself and recognize your accomplishments.
Mentorship:
Look for mentors both inside and outside your organization. Mentors can provide valuable advice, support and guidance to help you achieve your career goals.
Stand up to bias:
Be aware of gender stereotypes in the workplace and actively promote equality and opportunity. Don’t let bias or barriers stop you from achieving your goals.
Stand up for other women:
Support other women in their careers, whether through mentoring, coaching or networking. Collaboration and solidarity among women can help create a supportive and inclusive work environment.
Maintain a work-life balance:
Be sure to maintain a healthy balance between work and personal life. Self-care is important for long-term success and overcoming professional challenges.

There is no question that Hogan’s personal development processes can make an important contribution here, as a “position assessment” at the beginning. For example, HSG has been using Hogan since 2019 in its “Aiming higher” program for young female managers. We are proud to be able to make an important contribution here and to strengthen young female managers as a partner.

Female Leadership: cultural change, not quotas

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