Picture this: A packed stadium, thousands of fans cheering, cameras flashing. The team just won a championship. But look closely at the podium during the trophy presentation—how many women do you see in leadership roles? Despite women comprising nearly half of all sports participants globally, they hold fewer than 20% of leadership positions in major sports organizations. This isn’t just a numbers problem; it’s a systemic challenge that affects how sports organizations operate, innovate, and connect with their communities. Advancing women into sports leadership roles isn’t just about fairness—it’s about transforming organizational culture and creating sustainable pathways for future generations.
The Current State of Women in Sports Leadership
Photo by The statistics tell a stark story. Women hold only 18% of board positions across major sports federations and governing bodies globally. In coaching, the numbers are equally sobering. The proportion of women coaches in tennis increased from 20.6% in 2019 to 24.3% in 2024[1]—progress, yes, but at this pace, achieving parity would take decades. Female coaches represent just 30% of coaching positions in women’s sports and under 5% in men’s sports.
What makes this particularly striking is that it occurs even in sports with high female participation rates. The gap extends beyond governance into coaching, management, and executive roles. This creates a cascading effect: limited role models mean fewer mentorship opportunities, which in turn discourages aspiring leaders from pursuing these paths.
But here’s what many people miss: this isn’t just about representation. When Tathiana Garbin led Italy to back-to-back Billie Jean King Cup titles in 2024 and 2025[4], she didn’t just win championships—she demonstrated what’s possible when women get opportunities to lead at the highest levels. The question isn’t whether women can lead effectively; it’s why systemic barriers continue to prevent them from getting these chances.
Understanding the Barriers
The obstacles women face aren’t always obvious.
Photo by Gender stereotypes portray leadership qualities—decisiveness, assertiveness, strategic thinking—as inherently masculine traits. This creates unconscious bias in hiring and promotion decisions. Studies consistently show that identical resumes receive different evaluations based solely on the applicant’s gender.
But bias is just one piece of the puzzle. Male-dominated networks exclude women from informal decision-making channels and sponsorship opportunities that are critical for advancement. These aren’t formal barriers you can point to in an organizational chart—they’re the golf course conversations, the after-work drinks, the casual mentoring relationships that happen organically when leadership teams lack diversity.
The pay gap compounds these challenges. Women working full-time in the US earn 81 cents for every dollar earned by men in 2024[2], and across all US workers in 2023, women were paid 75 cents for every dollar paid to men, with the wage gap widening for the first time since 2003[3]. As one expert noted, “Women now face a labor market that seems to reward presence over performance, attendance over achievement”[5]. This economic reality affects women’s ability to invest in professional development, attend networking events, or take career risks that could lead to leadership positions.
Organizations Making Real Progress
Despite these challenges, some organizations are demonstrating that intentional action produces results.
Photo by The International Olympic Committee’s Gender Equality Review Project aims for 50% women in leadership by 2026, combining mandatory gender targets with leadership training and accountability measures. Women now make up roughly a third of keynote speakers at the 2025 ITF World Coaches Conference[6], reflecting a commitment to inclusive leadership that goes beyond token representation.
The 2024 WNBA Collective Bargaining Agreement raised player salaries, ensured maternity leave, and improved marketing efforts[7]—showing how women in leadership positions advocate for policies that benefit all participants. Organizations with formal mentorship programs see 40% higher promotion rates for women participants compared to those without such initiatives.
What sets successful programs apart? They don’t rely on good intentions alone. They establish concrete targets, create accountability mechanisms, invest in training and development, and measure progress regularly. They recognize that changing organizational culture requires sustained effort, not one-time initiatives.
Why Gender-Diverse Leadership Matters
The business case for women’s leadership is compelling.
Photo by Sports organizations with women in executive roles show 25% higher employee satisfaction and retention rates. Diverse leadership creates more inclusive cultures that benefit all employees, not just women. Teams with gender-balanced leadership demonstrate improved financial performance and stakeholder engagement compared to male-dominated boards.
But the impact goes beyond organizational metrics. As one researcher observed, “When young women and girls can grow up seeing themselves in positions of leadership, power, and authority it can alter what one thinks is acceptable and possible”[8]. This ripple effect transforms not just individual organizations but the entire sports ecosystem.
Gender-diverse leadership teams bring different perspectives to problem-solving, risk management, and strategic planning. They’re better equipped to understand and serve diverse fan bases, athletes, and stakeholders. They create environments where innovation thrives because different viewpoints are valued rather than suppressed.
Strategies for Aspiring Leaders
For women aiming for leadership positions, strategic action matters.
Photo by Pursue formal leadership training, certifications, and education to build credibility and competence. Programs like the IOC Women in Sport Leadership workshops provide targeted skill development that addresses the specific challenges women face in sports organizations.
Build diverse professional networks actively. Seek out sponsors—not just mentors—who can advocate for your advancement opportunities. Women with executive sponsors are 30% more likely to reach leadership positions than those without. The difference? Mentors give advice; sponsors use their influence to open doors.
Volunteer for high-visibility projects. Speak up in meetings. Demonstrate leadership capabilities before you have the title. Visibility increases recognition and creates opportunities for advancement. But remember: you shouldn’t have to work twice as hard to get half as far. Advocate for organizational changes that level the playing field for everyone coming after you.
Advancing women’s leadership in sports requires action on multiple fronts. Organizations must commit to concrete targets, accountability measures, and cultural change. Aspiring leaders need to strategically position themselves while advocating for systemic reforms. The measurable benefits—improved performance, enhanced innovation, stronger organizational culture—make this both a moral imperative and a strategic advantage. True gender equality in sports leadership will transform not just individual organizations, but the entire sports ecosystem for generations to come. The question isn’t whether we can afford to make this change—it’s whether we can afford not to.