Long-term impact of women-led groups

On the topic of women’s leadership: Women’s leadership has increasingly been recognized as a critical determinant of organizational performance, innovation, and societal advancement. Evidence demonstrates that companies with greater female representation in leadership achieve superior financial outcomes, a finding consistently highlighted in global analyses (McKinsey, 2020). Building on this, meta-analyses show that women tend to employ collaborative and transformational leadership styles, marked by strong communication, teamwork, and resilience (Eagly et al.). These leadership traits not only strengthen internal organizational culture but also foster environments conducive to creativity and innovation. Recent meta-analytic reviews (2021–2024) have confirmed that female transformational leadership directly enhances employee creativity, shapes innovation-supportive climates, and accelerates organizational innovation. In parallel, a 2025 systematic review reinforces these associations, demonstrating significant correlations between women’s leadership, improved financial performance, and stronger workforce engagement (BMJ Global Health, 2025). Complementary firm-level analyses across developing economies further reveal that greater female leadership representation is linked to measurable gains in corporate innovation capacity (Nature, 2024). Beyond organizational contexts, women’s leadership in the public sphere has been shown to correlate with higher national investment in health, education, and social welfare. Taken together, these findings illustrate a coherent and compelling pattern: women’s leadership is not only a matter of equity but also a strategic imperative that delivers tangible benefits for institutions and societies alike.

Women learn, lead, and take risks differently when they are in rooms full of women, and decades of research shows those rooms can change trajectories. This is a small but mighty group of saleswomen in the Reno-Tahoe area that are part of the Reno-Tahoe Women in Sales meetup. We had a wonderful evening solving each other's challenges. Why all women? Well, men are welcome and . . .   In See Jane Win: The Rimm Report on How 1,000 Girls Became Successful Women (1999), psychologist Sylvia Rimm reports that graduates of women’s colleges go on to take more leadership positions in their careers than women who graduate from mixed‑gender colleges. Her work underscores that when girls and young women learn in women‑only environments, they are more likely to build the confidence and aspirations that lead to leadership.   Fast‑forward to today, and the data on women’s peer networks is even clearer. A recent study of MBA graduates by researchers affiliated with Yale School of Management and Opportunity Insights found that just a 4 percentage point increase in female peers in their sections translated into an 8.4% higher probability of women reaching senior management roles, largely because women relied on those peers and alumnae networks for candid insight and guidance. Imagine if there were even more female peers for them.   Networking research on women leaders shows similar patterns. Survey data published by WomenTech Network in 2024 found that over 80% of women leaders use networking to drive their career success, including 90% who say it helped them join a board, 84% who used it to break into the C‑suite, and 81% who used it to secure higher‑paying roles, with professional and women‑only networks cited as especially powerful. This is why groups like Women in Sales, Women in Revenue, Wednesday Women of Pavilion and many others, matter so much. When women in sales and other go‑to‑market roles sit down together, they are more likely to: 😊 Share the hard truths about deals, pipeline pressure, and compensation that they might soften in mixed groups. 😊Exchange concrete strategies for navigating bias, getting promoted, and choosing companies with truly women‑friendly practices. 😊Build the kind of peer network that not only lifts their performance today but also opens doors to future leadership roles.   This is not about excluding men. It is about creating intentional spaces where women, and anyone who identifies with women’s experiences, can be fully candid, fully ambitious, and fully supported as they learn and grow together.   And if you happen to be in the Reno-Tahoe area and want to join us, let me know. There are also meetups all over the country you can join. Just ask me if you need help finding one. And keep an eye out for information about the #SalesDecadesProject by Lori Richardson, which this year will celebrate women who sold in the 80s with an award ceremony and a full day of sales conversations with these women and other experts.

What happens when African fund managers lead the investment strategy? In a recent CNBC Africa interview, DOROTHY NYAMBI, CEO of MEDA (Mennonite Economic Development Associates) shared powerful insights into how the Mastercard Foundation Africa Growth Fund is reimagining what it means to put African capital in African hands. The Fund demonstrates that capital can be reimagined and redirected to serve African fund managers, entrepreneurs, and especially women, using a gender-lens and locally led investment model that: 1. Rethinks gender-lens investing • It’s not about ticking diversity boxes- it’s about empowering women with real agency to influence investment decisions and strategy. • The Fund emphasizes patience and local context, shaping investment approaches to suit real-world African realities rather than imposing external templates. 2. Builds local ecosystems • Local leadership matters. The Fund invests in and supports African and female-led managers, ensuring they are not just invited to the table- but leading it. • It enables fund managers to spearhead strategy and draw in other stakeholders, strengthening the investment ecosystem from within. 3. Focuses on returns “on inclusion” • The Fund measures more than financial returns. It prioritizes social impact, like job creation and economic empowerment. • The goal: dignified, sustainable employment, particularly for African youth, moving beyond short-term fixes. 4. Is intentional about youth and women inclusion • The Fund challenges outdated narratives that investing in women is riskier, instead proving the financial viability of women-led enterprises. • It applies a holistic, end-to-end gender lens, supporting women as entrepreneurs, fund managers, and drivers of growth across the value chain. Impact so far: • ~US$150 million deployed across 18 African-led investment vehicles • 49 SMEs supported in 12 countries • 2,500 full-time jobs created, with 1,100 held by women • 75% of supported vehicles are female-led • Honored with the DEI Award at AVCA’s 20th Anniversary Conference In essence, African-led, gender-smart capital flows are delivering equity and economic resilience. Fund managers and entrepreneurs are shaping outcomes with a clear focus on inclusion, impact, and sustainability. This is a transformative model where African and female-led fund managers are no longer just recipients of capital, but drivers of it, reshaping the investment landscape to deliver both financial returns and lasting, meaningful change across the continent. Watch the full interview: https://lnkd.in/d9SuiuSj #Africa #GenderLensInvesting #InclusiveCapital #ImpactInvesting #Leadership #YouthEmployment

In India, women occupy just 17-19% of C‑suite roles and only about 20% of board seats. Yet organisations with women leaders consistently contribute to more stable, empathetic, and high-performing teams. Why? Women leaders often adopt a proactive approach to emotional, psychological, and cognitive wellbeing—one that fosters inclusive decision-making, strengthens team cohesion, and builds long-term organisational resilience. Mental fitness, often overlooked, is increasingly being recognised as the foundation of effective leadership. In my experience across public life and policy, the leaders who inspire most are not just decisive, they are self-aware, empathetic, and mentally agile. They don’t just manage crises, they absorb, process, and respond with depth, building psychologically safe workspaces. And that is precisely what sets many women leaders apart today. It is time we not only encourage more women into leadership roles but also learn from the emotional blueprint they bring to the table. Because leadership that feels deeply, decides wisely. Do take a moment to read and share your thoughts on what practices do you believe foster emotional resilience in leadership? #WomenInLeadership

I began my UN journey in 1998 in Tajikistan, then emerging from war. I saw how conflict can scar women’s lives — but also how their strength rebuilds peace. From forming community groups to starting businesses, women were driving recovery. Two years later, the adoption of UN Security Council Resolution 1325 affirmed that peace cannot last without women’s voices and participation. Twenty-five years on, that truth remains unchanged. Gender inequality still fuels instability, yet wherever women lead, communities heal and peace takes root. Investing in women’s leadership, economic recovery and justice is not just the right thing to do — it’s the smartest investment in peace itself. 👉 Read my reflections on 25 years of the Women, Peace and Security agenda: https://go.undp.org/ixA

“Even when money was short, I never stopped helping my brothers and sisters stay in school.” That’s Kima, a young women from Ethiopia, who has faced conflict, drought, and epidemics in the last 5 years. She also shared that through her #savingsgroup, “we supported one another with food and small amounts of cash whenever possible we learned how to cope collectively.” In the face of unimaginable crises and challenges, and with decreasing humanitarian funding, women are leading. Since 2020, CARE’s Women Respond initiative has elevated the voices of 38,000 people, including 28,000 women, by systematically listening to women and communities. CARE’s new brief, Five Years of Women Respond, reflects what women and men have been telling us over the past five years. * #Livelihood and food security continue to be the top two reported impacts. Livelihoods are under unprecedented strain, with 82% of women and 81% of men reporting livelihood impact in 2025, compared 55% of women and 34% in 2020. #Foodinsecurity remains widespread. People are facing lower crop production, falling incomes, and rising food prices. * Women are taking #action. Community leadership remains strong. In the last five years 79% of women and 45% of men said they are supporting community groups to lead community response to crises. In 2025, 53% of women and 47% of men are trying to make ends meet by diversifying their income. * Savings groups are taking action in their communities: 40% of women are advocating for better local services for food and agriculture, livelihoods, and infrastructure.  75% of women and 60% of men reported using their savings group social fund to support members financially and to purchase food and basic items; 24% of women reported using social funds to support community-led initiatives.  What women continue to call for?  Over the past five years, priorities have remained consistent, but the urgency and the scale of those needs have increased significantly. Livelihood and food security remain the most urgent needs. Women are not asking for short-term assistance alone, they are asking for sustained support to help them recover and rebuild their livelihoods. Check out the report: https://lnkd.in/eM5-Q2tu   Kalkidan Yihun, Vidhya Sriram, Esther Watts, CARE

The increasing wealth in women’s hands isn’t just a matter of equity—it’s a powerful strategy for driving economic growth and outperforming markets. Here’s why investing in female founders is a smart financial move, backed by data: Higher ROI: Female-led startups deliver impressive returns. A study by Boston Consulting Group (BCG) found that for every dollar of funding, female-founded startups generate 78 cents in revenue, compared to just 31 cents from male-founded startups. This efficiency highlights how women maximize resources to drive performance and outcomes. Diverse Leadership Wins: Companies with diverse leadership teams—including women in founder or executive roles—consistently outperform. McKinsey & Company's "Diversity Wins" report found that organizations in the top quartile for gender diversity are 25% more likely to achieve above-average profitability. This is because diverse teams bring broader perspectives, foster innovation, and reduce groupthink. Unlocking Untapped Markets: Women often create solutions for markets they intimately understand, especially in industries like healthcare, wellness, and consumer goods, where women drive 80% of purchasing decisions. For example, the femtech sector, addressing women's health needs, is projected to grow to $97 billion by 2030. Supporting female founders means gaining early access to these high-growth, underserved opportunities. The Bigger Picture: Beyond individual businesses, shifting wealth into women’s hands creates ripple effects. Women are statistically more likely to reinvest in their communities, prioritize social impact, and drive sustainable economic growth. Gender-lens investing is not just a social good—it’s a financial imperative for long-term resilience and profitability. The data is clear: empowering women founders isn’t just about fairness—it’s about optimizing returns and unlocking innovation. The increasing wealth in women’s hands isn’t just a matter of equity—it’s a powerful strategy for driving economic growth and outperforming markets. How can we, as investors, operators, and supporters, do more to bridge the funding gap and back the incredible potential of female entrepreneurs? Let’s start a conversation.👇

Just over 2 years ago, I co-authored a research paper with Professor Rebecca Jones on The Power of Group Coaching for Women. It wasn’t written as a trend piece. It was written to answer a simple question: Does women-only group coaching actually work, and if so, why? Two years on, the context has shifted - but the findings have only become more relevant. Women still hold only around 25% of C-suite roles globally, burnout has increased and leadership pipelines remain fragile. And too often, development for women still focuses on what women need to fix. Drawing on academic literature and our experience of supporting 800+ women across 40+ countries, the research showed that women-only group coaching works not because it fixes women, but because it addresses the systems and contexts women are navigating. When designed well, it creates psychologically safe spaces where women can: – name barriers that are usually invisible or individualised – see they are not alone – explore leadership identity without penalty – build social capital and networks – develop critical leadership skills The outcomes are consistent: • increased confidence and self-belief • reduced burnout and impostor syndrome • stronger networks and social capital • higher rates of progression and pay outcomes Importantly, the paper is also clear on this point: impact is not automatic. Group coaching only delivers results when it is thoughtfully designed, skilfully facilitated, and grounded in an understanding of systemic barriers. Want to know how to achieve this? Take a look at our white paper. 📄 The Power of Group Coaching for Women (2023) Co-authored with Professor Rebecca Jones 🔗 Link in comments