Corporations with a higher proportion of women on their management boards consistently achieve better financial results, as confirmed by numerous studies conducted by international consulting firms. McKinsey analyses show that organisations with more balanced gender representation in leadership positions achieve 21% higher profitability compared with companies dominated by men. Similar conclusions can be drawn from a Credit Suisse report, which found that companies with at least one woman on their board record higher ROE and stronger stock market performance.
The mechanisms behind this relationship are multidimensional. First, gender-diverse management teams tend to take a more balanced approach to risk, helping organisations avoid the major failures often associated with overly aggressive strategies. Second, the presence of women supports greater innovation, as diverse perspectives lead to a broader range of business solutions. Third, organisations with women on their boards are more likely to pursue long-term development strategies and place greater emphasis on ESG considerations.
Examples from the market support these findings. As CEO of PepsiCo, Indra Nooyi successfully reshaped the company’s product portfolio by introducing healthier food options, contributing to an 80% increase in revenue. Mary Barra successfully led General Motors through a difficult period of transformation in the automotive industry. In Poland, Iwona Duda, as President of PKO BP, led the bank to record financial results.
Despite this evidence, progress toward gender equality on management boards remains insufficient. According to a Grant Thornton report, women account for only 18% of management board members in Polish companies. The main barriers include persistent gender stereotypes, a lack of suitable mentoring programmes, and difficulties in balancing professional responsibilities with private life.
Systemic initiatives promoting diversity may provide a solution - from blind recruitment processes designed to reduce unconscious bias, through development programmes specifically targeted at women, to the introduction of more flexible working arrangements. Some countries, such as Norway, have also introduced legal measures in the form of mandatory gender quotas on company boards.
Ultimately, increasing the representation of women in leadership positions is not only a matter of social equality, but also a rational business decision. Companies that recognise this relationship and implement appropriate mechanisms to support diversity can gain a significant competitive advantage in an increasingly complex business environment.
