Context and Rationale
The United Nations Global Gender Gap Index assesses the opportunities available to women and men and their participation in society across four key dimensions: health and survival, access to education, participation in economic activity, and political representation.
According to the 2024 results, when all dimensions are considered together, the global gender equality score stands at 68.5%. A closer look reveals that access to education and health services is approaching parity between women and men, while significant gaps remain in economic participation and political representation.
Turkey ranks 127th among 146 countries included in the index. While the country places 99th in access to education and 100th in health and survival, it ranks 118th in political participation and 133rd in economic participation.Data from the Turkish Statistical Institute further supports this picture: while approximately 70% of men participate in the workforce, this figure stands at around 33% for women.
Women’s Representation Declines at Higher Management Levels
As women’s participation in the economy remains limited, their representation decreases further up the management hierarchy.
According to official data, women account for 19.6% of middle and senior management roles. At the senior executive level, this ratio drops to approximately 12% (UN Women).
Among companies listed on Borsa Istanbul, women represent 18.7% of board members. Excluding family members, this ratio is estimated to fall to around 10%.
In an environment where women’s participation in economic life is significantly lower than that of men, reaching leadership positions and advancing within decision-making structures becomes even more challenging. This situation cannot be explained by a lack of capability or ambition among women leaders.
Social responsibilities, unconscious bias in the workplace, and internalized limitations often shape women’s leadership journeys. While these barriers may take different forms, many can be reduced—and some removed entirely—when they are recognized and addressed.
Diversity, Organizational Performance, and Societal Impact
Strengthening women’s economic and professional participation is critical not only for individuals, but also for organizations and society as a whole.
Balanced representation of women in the workplace, particularly at senior leadership and executive levels, contributes to cognitive diversity and supports more effective decision-making. Numerous studies demonstrate that diverse leadership teams are positively correlated with organizational performance, decision quality, and long-term sustainability.
Women Leaders Development Program
A depth-oriented leadership development process for women leaders who seek to advance in their careers, grounded in real business agendas and life dynamics.
Who Is It For?
This program is designed for women leaders who:
Are preparing for the next stage of their careers and increased leadership responsibility
Have recently stepped into a leadership role or taken on expanded managerial scope
Seek to strengthen their impact, visibility, and leadership presence within their organizations
Value a structured, reflective, and context-aware development process connected to real business agendas
Note: The program is tailored to the needs of women leaders across different sectors and career stages. To ensure the effectiveness of the program, participants are recommended to have a minimum of five years of professional experience.
The Underlying Approach
Experience-informed leadership perspective
More than 30 years of professional experience in a male-dominated industry, including 16 years in senior executive roles, shape a framework grounded in real business agendas and decision-making contexts.
Shared methodological backbone & tailored adaptation
The Women Leaders Development Program is built on the same backbone as my Leadership Development approach and is adapted by taking into account the career and life experiences of women leaders.
Organizational context and execution focus
Leadership development is addressed not only through individual capabilities, but within the organizational context, stakeholder relationships, and real business conditions.