Confronting the gender gap in tech leadership

For an industry that prides itself on breaking barriers, data shows that it remains shockingly resistant to disrupting its own diversity hurdles.

Guest post by Martina Campbell, Product Director at Workhuman and Vice-Chair & Board Executive at Women in Technology and Science Ireland

The tech industry has long been associated with forward-thinking innovation and disruption. Yet, despite this commitment to progress, it remains starkly resistant to breaking down barriers that hinder gender diversity, particularly in leadership.

While there has been incremental improvement, recent data from the Central Statistics Office (CSO) reveals that over 75% of board positions and 69% of senior executive roles across sectors are still held by men. In Science, Tech, Engineering, and Mathematics roles (STEM), women represent fewer than 25% of positions, underscoring the persistent obstacles to achieving true equity in tech.

This gap represents more than a missed diversity target; it’s a lost opportunity for innovation. Recent from McKinsey shows that diverse leadership teams foster more creative problem-solving, drive stronger business outcomes, and increase organisational resilience, thus the underrepresentation of women — who bring diverse perspectives and leadership styles — is a paradox that tech companies can no longer afford to ignore.

The hidden hurdles

Many of the barriers women face in tech are often subtle. To name a few, unconscious bias can shape everything from hiring to promotions, resulting in fewer female role models in senior positions. This leads to a lack of role models in senior positions, complicating the access of aspiring women in tech to mentorship programs, and networking that helps fuel career progression.

Additionally, women may encounter higher performance standards, not only in the tech sector but in general. A report by Textio, which analysed performance reviews for more than 23,000 workers in the US, revealed that about 76% of top-performing working women received negative feedback from their bosses compared to just 2% of high-achieving men. This expectation, whether conscious or unconscious undermines women’s contributions.

Further complicating the picture, many tech companies still operate in ways that don’t prioritise inclusivity or flexibility. Flexibility can mean different things to different people. For some, it might be remote work. For others, it might be flexible hours, with alternative schedules that help to balance professional with personal commitments. This lack of understanding of women’s individual needs creates additional barriers to their career advancements.

To move the needle, companies need to think beyond superficial solutions, with strategies that can drive lasting, systemic changes.

Beyond the band-aid solutions

One-off training sessions or superficial recruitment targets fail to address the underlying issues. Meaningful change demands a strategic approach that embeds diversity and inclusion into the core of the company’s culture and operations. One effective method for driving real progress is a proper employee recognition program in which women’s contributions are celebrated and visible to decision-makers.

Past Workhuman and Gallup research show that employees who receive the right amount of recognition for the work they do are four times more likely to perceive their workplace as inclusive and seven times more likely to perceive it as equitable compared to those who don’t receive the right amount of recognition.  For women in tech, recognition can be a powerful tool for breaking down bias, as it shifts focus to demonstrated performance and achievements. When women’s contributions are consistently acknowledged, they gain more visibility and credibility, helping to mitigate unconscious bias and support fair evaluations.

Establishing Employee Resource Groups (ERGs) for women and allies is also an effective lever to create a community of support, while leadership programs focused on training and mentoring women can help develop the skills and confidence needed for advancement.

And finally, inclusive hiring has to be a top priority for companies. However, it must be more than a checkbox. Leaders must focus on implementing structured and bias-free interview processes, clear career advancement paths, and ongoing development opportunities to support diverse talent at every level.

The path forward

The future of tech depends on who leads it, so women must have the power to shape the agenda. Addressing the challenges women face in the industry is essential for real progress – and companies need to act now.

Superficial gestures are no longer enough, and women are not buying into those anymore. Despite some progress in [Ireland], the reality is that it falls short of what is needed. Meaningful change is driven by listening to women and acting on feedback.

Is about recognising the value of women’s contribution to your organisation. And lastly, about providing a workplace where women are supported to thrive.

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