Leadership to governance: Intentional pathways for women

Progress for women in leadership and governance has never been driven by chance; it’s built through insight, intention and systemic change. As researchers and practitioners, we’ve each explored different parts of that journey – Amanda Sterling through her work on what enables women to reach and thrive in leadership roles, and Judene Edgar through her study of how people enter and develop in governance. Together, our research highlights a common truth: opportunity alone isn’t enough. Without intentional structures, support and visibility, women’s progress stalls long before they reach the boardroom.

Sterling’s Women in Leadership: Insights to Action survey, published in 2025, gathered insights from 212 women across Aotearoa New Zealand to identify what has the most positive impact on women’s progression into leadership. The results were clear: supportive managers, partner support, access to leadership development and flexible work were the strongest enablers of women’s career progression. These findings have already sparked valuable discussions – from HRNZ and Global Women to business leaders wanting to strengthen internal pipelines.

Edgar’s 2025 master’s research examined pathways into governance, the role of education and the barriers that prevent broader participation. The study found that mentoring, sponsorship and accessible training are critical for first-time directors, yet these supports remain inconsistent and often under-resourced. It also reinforced that governance is a distinct discipline requiring ongoing learning – not a destination reached after an executive career, but a practice continuously developed and refined.

Viewed together, the two bodies of work reveal clear connections. The conditions that help women succeed in leadership are often the same ones that enable them to thrive in governance: networks that open doors, managers who act as sponsors and cultures that value learning and inclusion. Both studies also challenge the notion that leadership progression happens organically. Few women are “tapped on the shoulder” for governance roles unless they have visibility or connections, and explicitly active support is needed from managers to counter barriers women face on their path to leadership.

The 2025/26 Directors’ Fees Report reinforces this, showing that shoulder-tapping remains one of the most common appointment pathways, particularly in private and not-for-profit organisations. Because leadership experience often shapes who is visible and considered for governance, barriers to women’s advancement in leadership effectively become barriers to board participation, especially where boards are looking for executive level experience or traditionally favoured expertise such as finance and law. That’s where intentionality matters – from workplaces identifying emerging leaders and supporting their leadership aspirations, to boards broadening recruitment beyond familiar networks.

Intentionality isn’t about quotas; it’s about consciously designing systems that notice and nurture potential. As Edgar observes, women can’t aspire to what they can’t see – and they can’t step up if barriers are in the way. Notably Sterling’s doctoral research highlighted the consequences for women when they can’t be what they can see – resulting in internalised barriers where women lack confidence or perceive a lack of capability because they can’t see how their skills are recognised and valued. A shared insight across both projects is the importance of transparency. When leadership support and board development is visible – discussed, reported and publicly valued – they become part of organisational culture rather than a personal pursuit.

Edgar’s research highlighted international models where organisations disclose director training and board evaluations in their annual reports, normalising development as a core governance responsibility. Similarly, Sterling’s survey found that women were most positive about workplaces that made leadership pathways visible – with clear frameworks showing how capability builds and where opportunities can be fully realised. Both point to the same conclusion: support and development must be intentional and transparent if we want to sustain progress.

While individual action remains important, neither study suggests that women alone should carry the responsibility for advancing gender equity. Systemic change is essential – in recruitment, recognition and reimbursement. Edgar’s findings call for stronger expectations around mentoring, evaluation and making learning opportunities more accessible, while Sterling’s data highlights the importance of partner and manager support in enabling women to participate fully in leadership.

Encouragingly, there are signs of progress. Within the IoD, work is under way to make governance education more accessible and to build pathways for under-represented groups. Across sectors, many organisations are also re-examining how they identify, develop and sponsor women for both executive and governance roles – recognising that talent pipelines don’t build themselves and that equitable support strengthens the leadership and governance pool.

The alignment between these two research projects underscores the need for greater collaboration across leadership and governance systems – from HR professionals to directors, educators and policymakers. By connecting insights from leadership and governance, we can better understand where the gaps lie and how to design systems that close them. While this seems like yet another complex challenge for directors to grapple with, the intersection of research and practice shows a way forward – one where we get curious about the barriers that still exist for women and work together to amplify what’s working.

Sterling will relaunch her Women in Leadership: Insights to Impact survey in January 2026, building on the 2025 findings to further deepen understanding of what most effectively supports women’s career and leadership progression. The expanded survey aims to reach around 1,000 participants across industries, age groups and ethnicities, creating a stronger evidence base to inform practice – including how to better connect leadership support with governance pathways. Women in leadership roles (or on the pathway there) can register their interest now.

As directors, we often ask how to future-proof our organisations. Perhaps the same question should apply to leadership itself. If boards are serious about capability, diversity and resilience, they must look further upstream to the systems that support and sustain women leaders. The evidence is there; the challenge now is to act on it – collectively, intentionally and transparently – to build a governance ecosystem that reflects the full breadth of talent in Aotearoa.