Women in leadership: How regional differences influence advancement

Women in leadership: How regional differences influence advancement

The discussion about women in leadership positions is becoming increasingly important, especially in light of a recent study by the University of Trier. This study, led by doctoral student Natalie Welch and Prof. Jörn Block, sheds light on the influence of regional factors on the number of female managers in medium-sized companies. The results show a complex interaction between social conditions and economic opportunities for women.

The study identified three key factors that have the most lasting impact on women's chances of obtaining management positions: the overall employment rate of women, the availability of childcare places and the proportion of men taking parental leave. What is particularly interesting is that the analysis of around 25,000 companies with 50 to 500 employees revealed that the conditions for career advancement vary greatly from region to region.

Regional differences and types of companies

A key result of the study is the significant east-west divide in Germany. For historical reasons, women in East Germany are better integrated into the labor market, which is reflected in current figures. In Jena, almost 34% of managers are female, while Frankfurt (Oder) takes the top position with over 46%. In contrast, Gelsenkirchen only has 19% and Ansbach in Bavaria only has 8% female managers.

The influence of regional factors is more evident in non-family-run companies. For family businesses, regional market integration appears to be less significant. Dr. Rena Haftlmeier-Seiffert from the EQUA Foundation points out that the widespread impression that women have better opportunities for advancement in family businesses is not necessarily true.

The challenges for women

Women make up around 51% of the German population, but only 44% of working people are female, according to statistics from bpb emerges. Despite the increased participation rate of women, their underrepresentation in management ranks remains worrying. At the first level of management, only 25% of positions are held by women, at the second level the figure is 35%. It also shows that only 4% of employed women are managers, compared to 10% of men.

The reasons for this discrepancy are varied. Traditional role expectations, which often assign primary responsibility for childcare to women, are still prevalent and a hindrance. In addition, the term “glass ceiling” describes the invisible barriers that prevent women from advancing into leadership positions.

Political and social approaches to action

In order to address these obstacles, the study by the University of Trier offers various starting points for policy. This includes addressing cultural and structural barriers, creating additional childcare places and promoting flexible working hours. These measures could not only increase the availability of managers, but also improve the balance between family and work.

In summary, the need to break down gender stereotypes and promote the structural integration of women still exists. Flexible working conditions and sufficient childcare options are crucial. This problem is being addressed by current research, such as the study of ifo, which analyze the connection between gender diversity in management levels and financial performance.

It remains to be seen whether the knowledge gained and political measures can significantly increase the number of women in leadership positions in the coming years.