Women Leaders in the Strategic Positions of Pharmaceutical Companies: Overcoming Barriers and Systemic Biases

Nsovo Nyeleti Mayimele

EconStor Open Access Articles and Book Chapters, 2025, vol. 9, issue 1, 65-78

Abstract: The United Nations Sustainable Development Goal (SDG) 5 aims to achieve gender equality and empower all women and girls, emphasising the importance of ensuring full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public. The representation of women in leadership positions serves as a measure of gender equality. Empowering women in leadership facilitates inclusive economic growth and allows organisations to have a diversified talent pool. Women continue to be significantly underrepresented in strategic leadership roles within manufacturing pharmaceutical companies (MPCs) operating in South Africa, despite ongoing efforts to promote gender equity. This study aimed to assess the presence of women in board and executive leadership positions and propose strategies to promote gender-inclusive leadership. A systematic desktop review was conducted to analyse the websites and annual reports of 49 publicly listed MPCs that were selected from the South African Pharmacy Council (SAPC) 2021 register. The data were collected on company characteristics, leadership composition, gender distribution and professional qualifications of leaders within each company. The results revealed that women comprised only 29.48% of board members and 27.36% of executive leaders, with female pharmacists representing just 28.1% of leadership positions. Statistical analysis, including Chi-square tests, confirmed a gender disparity, with men significantly more likely to occupy strategic roles. The findings highlighted barriers such as unconscious bias, exclusion from influential networks, limited mentorship and sponsorship opportunities and challenges related to work-life balance. The study concludes that addressing these disparities requires a comprehensive approach, including structured sponsorship programs, gender-inclusive leadership policies, targeted talent development initiatives and corporate accountability measures. By implementing these strategies, pharmaceutical companies can create a more equitable leadership environment for women to enhance decision-making, innovation and long-term sustainability of the pharmaceutical industry.

Keywords: gender bias; mentorship; pharmaceutical industry; strategic leadership; sponsorship; women in leadership; South Africa (search for similar items in EconPapers)
JEL-codes: I11 J16 L65 P46 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:zbw:espost:320345

DOI: 10.61093/bel.9(1).65-78.2025

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