Role models make a difference: how early experiences of female leaders contribute to workplace equality

Women in top positions do not automatically lead to greater equality within organizations. It matters which women reach the top – and above all, what examples they had along the way. This is the conclusion of recent research into the career paths of female executives and their influence on gender equality in the workplace.

PhD candidate Sofie Wiersma, who will defend her dissertation on this topic on June 2, conducted the study together with sociologists Zoltán Lippényi and Anja-Kristin Abendroth. Drawing on detailed personnel and wage data from Dutch organizations between 2006 and 2019, the researchers found that women who were surrounded by other women – such as a female CEO or fellow board members – during their first managerial role, later do more to advance the position of women in their organizations. They help close the gender pay gap and increase women’s chances of receiving permanent contracts.

Two key takeaways emerge. First: appointing more women is not enough. Companies must invest in diverse and inclusive environments where emerging leaders are exposed to meaningful role models. These early social experiences are crucial in shaping whether a leader will champion equality later in their career.

Second: the effects extend beyond the individual organization. Leaders who are shaped by diverse environments carry those values with them – from role to role, from company to company. In this way, sustained investments in inclusion can ripple across sectors and even society at large.

Sofie Wiersema is conducting her PhD research within the research project Sustainable Cooperation (SCOOP). SCOOP is a research and training center focused on interdisciplinary research into sustainable cooperation as a central theme for a resilient society. The center connects research groups from sociology, psychology, history, philosophy, public administration, research methods, and statistics.