Women on Board: Directors Must Move to Tap Advantages

That’s the conclusion of research by Crown World Mobility, a division of Hong Kong-based Crown Worldwide Group that consults with companies on talent issues. Despite the fact that women and minorities outnumber white males by two to one in the U.S. workplace, they continue to represent a disproportionate percentage when tallied into the executive and leadership roll call, the firm notes.

And one major reason is that most U.S. companies lack strategies for talent recruitment to harness the power and untapped potential of these groups. The responsibility for such an oversight can begin with the board, Lisa Johnson, global practice leader for the firm told Spotlight on Boards.

“Having women in senior leadership can’t just be something HR comes up with. It requires a commitment from the senior levels of the organization.”

“For boards to be more committed to having women in senior leadership, it can’t just be something that HR comes up with,” she said. “It requires commitment from the senior levels of the organization.”

Making the case for more women in senior leadership—in both C-level positions as well as on the board itself—is becoming an easier argument to make, Johnson noted, because of a variety of recent empirical studies. For example, Credit Suisse found that companies with women directors outperformed companies without women directors in return on equity, average growth, and price-book value multiples. For six years in a row, a review of 2,360 global companies showed, those with at least one woman director had better share-price performance than those without women.

The reasons having women in senior leadership roles makes a difference include their better skills at listening and expressing empathy, but go way beyond that, Johnson said.

But, she cautioned, in attempting to heed this emerging truth, directors should be careful not to act too opportunistically. The benefits of women in senior leadership come not just from the fact that they’re female but from who, in particular, these women are.

“They must be otherwise qualified to be on a board, of course,” Johnson said. “But within that pool, having women on a board brings those beneficial influences to bear.”

 

Dale Buss

Dale Buss is a long-time contributor to Chief Executive, Forbes, The Wall Street Journal and other business publications. He lives in Michigan.

Share
Published by
Dale Buss

Recent Posts

Manufacturing Confidence Rebounds In Face Of Global Volatility 

Despite stressors associated with heightened global risk mounting since early 2026, U.S. manufacturers express increased…

3 days ago

The Surprising Reason Successful Founders Feel Overwhelmed

Most entrepreneurs expect uncertainty to fade as their businesses succeed. More revenue, more experience, more…

4 days ago

Your Books Are Lying To You

What CEOs don’t know about their own financials—and what it’s costing them.

6 days ago

Three Lies Leaders Tell Themselves That Never Stay Cheap

How short-term leadership relief turns into high-interest debt.

6 days ago

How To Build A $100 Million Business By Dropping Half Your Customers  

Itai Sadan knew his company was being torn in two. Here's how choosing focus over…

1 week ago

CEO Optimism Cools In March Survey As Economic Concerns Rise 

Survey of 237 U.S. CEOs the first week of March finds optimism moderating (again) as…

1 week ago