性别与领导力：驾驭偏见、机遇与变革

Gender andleadership Navigating bias,opportunity, and change Table of contents to building inclusive, future-readyleadership. This includes CEOs, chiefdiversity and inclusion officers, CHROs,talent development leaders, and functionheads. The report draws on comprehensiveanalysis of a survey of 2,750 leaders (seniormanagers and above) across 11 countriesand 9 key sectors. The survey sampleincludes 1,375 women, 1,372 men, and3 non-binary leaders. Due to the limitedrepresentation of non-binary respondents,the quantitative findings in this report havebeen analyzed for men and women only.Please refer to the research methodologyat the end of the report for more detailson the survey sample. The report alsoincludes qualitative findings from in-depthdiscussions with industry leaders. This report offers a comprehensiveoverview of evolving leadershipmodels and the essential skills neededfor current and future leaders. As AI,innovation, and agility emerge as pivotalcapabilities, organizations need toembed technical fluency into leadershipdevelopment to ensure leaders today areready for the future. In workplaces today,persistent gender stereotypes continueto distort perceptions of leadershipskills, influencing career progression andopportunities for both men and womenexecutives. How can organizations bridgethis gap and foster inclusion for all? Who should readthis report and why? This report attempts to answer thatquestion. It is essential reading for allmembers of the C-suite committed Executivesummary Executive summary Gender stereotyping of critical future skills andstrengths risks widening the perception versusreality gap Leadership skills are evolving Today, leadership transcends gender •Modern organizations are increasingly practicingtransformational leadership styles –one in threerespondents says their organization promotesleaders who inspire change, drive innovation, anddemonstrate adaptability. •Critical leadership skills of future are often seen as“masculine” by men,revealing a perception gap–Men perceive 4 of these future skills (AI, innovation,data analysis, and agility) as inherently “masculine”.They consider confidence as “non-gendered” andemotional intelligence as “feminine” •More than three-quarters of leaders recognize thatwomenare as effective as men in leadership roles. •Most men (63%) and women (74%) believehaving womenin leadership positively impacts business performance. •AI, data analysis, and innovationemerge as criticaltechnical skillsfor the future. – Whilewomen perceive 4 of them (AI, data analysis,agility, and confidence) to be “non-gendered”andtwo others skills (innovation and emotional intelligence)as inherently “feminine”. •Agility and confidenceare top personal leadershipstrengths for the future, whileemotional intelligenceisconsidered a key people skill by seven in 10 respondents. •Women view themselves equally capable and confidentas leaders.– Defying past research,women today are increasinglyrecognizing confidence in themselves, with 58% citingit as their key strength, on par with 59% of men. •Leaders across genders, however, fall behind ontechnical skills,with just 46% of leaders ranking “usingAI and automation” as their key strength. Executive summaryExecutive summary Bridging a potentially widening gap, andaccelerating AI and technical skills for all Gender stereotypes fuel bias, limiting growth, opportunity,and retention •Organizations should: •Gender-based perceptions influence pay and career opportunities for women: – Address and counter bias– Enhance technical training– Build transparent and equitable careeradvancement pathways– Democratize mentorship and networking–Normalize flexibility for all– Redesign leadership models to value diverse styles– Recognize transferable skills– Promote inclusion beyond the workplace. – 53% of women have experienced negative bias in relation to competitive pay,while 40% of men say they have enjoyed an advantage. – 40% of women have faced negative bias in relation to opportunities to traveland relocate; an equal proportion of men say they have had an advantage. – Only half of respondents agree that compensation across genders in similarroles is fair and equitable in their organization. •Gender norms limit men’s access to flexible work options:More than half ofwomen agree that they have better access to flexible work arrangements and44% of men say they have faced a negative bias. •Gender perceptions significantlyinfluence job satisfaction, careeradvancement, and retention,specifically for women. 02 Today, Leadershiptranscends gender Today, there is a widespread recognition that men and womenare equally effective as leaders “Leadership style is highly individual andpersonality-driven. It’s often a product of theenvironment you’ve grown up in, not somethingbased on gender. When men and women are insimilar roles, they can be equally effective." Alexandra TaylorChief People OfficerBank of Queensland “In my younger y