International Women’s Day (IWD) took place recently, with this year’s theme aiming to inspire and ‘Accelerate Action’ in efforts to not only progress towards gender equality, but to emphasise the urgency needed by organisations to implement change. Although there are many advocates for this movement, recent statistics have revealed that achieving full gender parity is projected to take until 2158, approximately five generations from now.

The path to gender equality starts with the right leadership style. For leaders in the technology space, promoting a workplace that strives for inclusivity and encourages women from all backgrounds to share, promote and develop within a company is vital for overcoming the systemic barriers faced by women in the workplace.

Fostering a diverse leadership style 

Incorporating different leadership styles into an organisation can play a pivotal role in breaking down barriers and driving social change. Recurring misconceptions of the ‘right’ way to undertake leadership roles can expose women to gender biases and inequalities.

When asked about what leadership should look like, Jennifer Agerton, Chief Product Officer at Airhelp, commented, “early in my career, I believed that leaders had to act a certain way, and I didn’t see myself fitting into that mold. It wasn’t until I encountered different perspectives – through books and professionals who led in their own way – that I realised leadership doesn’t have a singular definition. This realisation helped me carve out my own path and advocate for diverse leadership styles.” 

The need for a diverse leadership style has not gone unnoticed. Women in the technology sector are continuing to pioneer for change, Amber Hovious, VP of Marketing and Partnerships at Teamwork Commerce, states, “In the fast-paced world of technology and commerce, women continue to redefine leadership, challenge outdated norms, and carve their own paths. Yet, we recognise that gender biases still exist. That’s why we actively work to ensure women’s voices are not just heard but amplified.”

Promoting inclusive practices

It can be difficult to sustain equality efforts without developing practices with inclusion at the forefront. To encourage a culture that boosts the message of inclusivity, evaluating how you lead can act as a pillar for identifying opportunities to introduce change. Agerton says, “now as a leader and teammate, I ask myself: Am I fostering an environment where different types of people can be authentic and thrive? True inclusion isn’t just about policies – it’s about culture, daily interactions, and the space you create for diverse voices to be heard. At AirHelp, we have analysed our internal data, looking at role distribution, leadership levels, and performance trends by gender, to identify gaps and opportunities.’’

Sara Wilkes, CEO of Agilitas, agrees, expressing that “Women need to see other women leading at every level. The more we highlight and support those who have broken through, the more others will be inspired to follow. But it’s not just about visibility; it’s about creating policies that foster true equity, policies that empower women to take on leadership roles and thrive in their careers. It’s all part of a wider picture, making female leaders essential voices in driving policy and social change.”

Leaders need to look at the bigger picture and pinpoint the actions to successfully drive change across the organisation system. Hovious says “True progress requires action. Businesses need to take accountability, assess their diversity efforts, and implement meaningful policies that drive change. At Teamwork Commerce, we believe that talent should be recognised and nurtured regardless of gender, and we drive initiatives that ensure women not only thrive but lead.”

Going beyond gender norms 

To go that extra mile and make women feel empowered, especially in the tech space, it is crucial to push past ideals surrounding gender norms. Outside of acknowledging what challenges women face, there needs to be signs of proactive progression. Wilkes points out that ‘’We have to focus on their strengths, not the gendered context they’re often placed in. Language is crucial here – women in tech should be seen as leaders first, not defined by the barriers they’ve had to overcome.”

On this topic, Agerton agrees with language making a crucial difference when going above and beyond to implement action in overcoming gender norms. She explains how this translates in practice at AirHelp, stating ‘’We have also refined our job descriptions to use neutral language, ensuring that candidates don’t self-select out based on gendered wording. This is just one initiative that is helping us build a more inclusive and balanced workforce.’’

Simple additions to processes can ensure women feel supported and a part of an organisation that is engaged in contributing to an equitable society. Recent reports share that in 2024, female representation within boards increased by 1.1%, with now 34% of women holding a senior management role globally. 

The road to success

Success takes many shapes and forms. On IWD it goes beyond celebrations and focuses on what progress has been made in proving that equality is achievable. Wilkes explains that “True diversity goes beyond gender, it encompasses race, socio-economic background, sexuality and so on. To truly innovate, we need a diverse range of voices and perspectives at the table. The future of tech depends on it. We can’t afford to wait for change to happen slowly. We need policies, mentorship, and a cultural shift that supports women to lead, innovate, and succeed on their own terms.”

Likewise, Hovious adds “There is still plenty to be done when it comes to driving equality for women in the workplace, especially within tech. As awareness grows, businesses must look inwardly at their own actions, hold themselves and everyone in their organisation accountable for making change, and continue to strive for equal representation and opportunity for women.”

Moving forward, while International Women’s Day symbolises a day of change, real impact can only happen if leaders and organisations take dedicated steps to do so. Putting procedures and policies in place now opens the door to inspire the next generation of leaders, making systematic barriers a thing of the past.