The Future of Leadership: Why Young Women Belong in Executive Roles

Growing up in a multicultural environment in West Africa, I often found myself caught between two worlds: one where tradition dictated the role of women and another where global shifts in gender equality were slowly redefining what was possible for young women like me.

In many ways, my upbringing was a mixture of both encouragement and restraint.

As a young girl, I was taught to value education and to work hard, but societal expectations for women in my culture were often more about being dutiful daughters, wives, and mothers than about aspiring to be leaders in the world.

These experiences shaped my journey into management and leadership, where, despite my qualifications and ambition, self-doubt remained a constant companion.

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The Challenges Young Women Face in Leadership Today

The challenges young women face in leadership today aren't very different from those I experienced growing up in Nigeria.

Women in leadership positions are often scrutinized more harshly than men, with behavior that would be considered acceptable or even laudable in a man being criticized in a woman. Growing up, I saw this in the women around me; strong, capable women who, despite their talents, were often relegated to behind-the-scenes roles while men took the spotlight.

The message was clear: certain leadership roles weren't really meant for women. And for young women like me, navigating these deeply ingrained societal norms created a constant internal battle. In Africa, particularly, the cultural expectation for women to be caregivers and maintainers of the home added layers of complexity to our professional aspirations.

There was always a certain unspoken pressure to live up to the role of the perfect daughter, wife, and mother, all while pursuing a career, which often leads to an underestimation of our true potential. This sometimes felt like a balancing act that I never quite managed to perfect, leading me to second-guess my choices and my ability to lead in the workplace.

As I climbed the ranks in management, these personal and cultural expectations created moments of imposter syndrome and deep self-doubt. I would often find myself questioning whether I was capable enough, whether I had the right to speak up in a room full of senior executives, or whether I was being "too much" when I asserted myself.

These feelings weren't just internal but reinforced by the external pressures of being a woman in a male-dominated leadership environment.

Cultural Influences and Society's Role in Shaping Self-Doubt

Growing up in an African society, many of us are taught from an early age to be humble, to value community, and to downplay our successes. Women, in particular, are encouraged to serve others without drawing attention to their own achievements.

This can be a wonderful quality in terms of fostering a sense of womanhood, togetherness, and compassion, but it can also serve as a double-edged sword. For women in leadership, particularly in cultures where modesty is prized, this inclination to downplay one's own successes and strengths can manifest as limitations.

I often found myself in situations where I held back from celebrating my accomplishments or from taking credit for my work because I didn't want to be perceived as boastful. Another major challenge I encountered, which I now recognize as a form of imposter syndrome, was the belief that I wasn't "enough."

I wasn't the most extroverted person in the room, nor did I always exude the level of confidence that society told me a leader should possess. And yet, my experience as an African and the values I was raised with taught me that leadership wasn't just about being seen or heard; it was about having integrity and using influence for the betterment of those around you.

But I still struggled with reconciling my more reserved, thoughtful approach with the loud, bold energy that society often associated with leadership. Society's often narrow portrayal of leadership further fueled this doubt. Growing up, the media and even the role models I admired were mostly men or women who seemed to have it all together.

They were portrayed as effortlessly managing their careers, families, and personal lives, leaving no room for the struggle or vulnerability that many women, including myself, experience.

Social media also plays a role in amplifying these pressures, as women compare themselves to curated, filtered images of success rather than engaging with the reality of hard work and perseverance behind those portrayals. These media representations set unrealistic standards that only intensified the feeling of inadequacy.

Empowering Women: Embracing Your Feminine Power and Potential

Through it all, I've come to learn that our femininity as women is not a sign of weakness but a powerful gift. For young women in management, it is essential to recognize that the feelings of doubt you experience are not reflections of your abilities but are rather the result of a culture that has, for so long, told us that leadership is not for women like us.

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The Role of Mentorship in Building Confidence

As I reflect on my own path, I realize the power of mentorship. I was fortunate enough to be guided by strong women who helped me recognize my value. Their stories of struggle, success, and failure showed me that the path to leadership is not a straight line, but rather a journey filled with learning, growth, and appreciation of your own uniqueness.

These women encouraged me to value my abilities, to stop comparing myself to others, and to understand that my unique perspective as a woman leader was not something to shy away from but something to embrace.

As an African, community is everything, and I've come to realize that my professional life should reflect that same sense of a strong support system. Having a network of women, mentors, and allies in your corner can provide the reassurance and confidence needed to take on leadership roles and to push past the doubts that arise.

Creating Inclusive Work Environments for Women to Thrive

Moreover, organizations and workplaces must create environments where women feel they can thrive.

This means promoting valuable equal opportunities, fair compensation, and a culture where women are not only invited to the table but also encouraged to speak up and lead.

For young women like myself, the assurance that our voices matter and that we are capable of being effective leaders can make all the difference. Furthermore, firms and organizations must prioritize creating inclusive and supportive environments that recognize the unique contributions of women.

Policies that promote equal pay, career development opportunities, and work-life balance are essential in eliminating external factors that may exacerbate wrong labels placed on women who desire to climb the corporate ladder.

Leadership Development and the Power of Community

Training programs on unconscious bias and leadership development can also help ensure that women are given the right enablement to grow and advance in their careers.

Organizations should also promote leadership development programs that focus on building confidence in women, equipping them with the skills and strategies necessary to navigate corporate structures.

Additionally, mentorship and sponsorship programs should be actively encouraged to help young women gain access to leadership roles.

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You Are the Woman for the Job!

Looking back at my journey, from growing up in a traditional environment to navigating the complexities of different leadership roles from my early twenties, I've learned that the labels people put on me at work, in the boardroom, or in society are not something that defines me; they are merely a lack of hindsight for those who fail to recognize the power and potential that I am capable of as a woman. It's a hurdle to overcome and a mindset that must be shifted.

Women are capable of achieving anything they set their minds to, and it's time for young women in management roles to realize that they are indeed the women for the job.

We must reject the societal narratives that tell us we are not enough and instead embrace the reality that our voices, our leadership, and our unique experiences make us powerful agents of change.

So, to every young woman out there questioning her place in management or leadership: you are enough. You have the skills, the intelligence, and the heart to succeed and be visible. Don't let anyone, or even yourself, tell you otherwise.

About The Contributor

Naomi David is a global management professional and career growth strategist with expertise in marketing and brand communications. She founded Valoor Academy to equip young professionals with strategic skills needed to thrive at management roles with confidence and excellence. With a Master's in Management from Saint Petersburg University, she is passionate about innovation, AI in business strategy, and career development.

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