134 Years to Equality? Unpacking the Truth About DE&I in Global Leadership

Here’s a startling timeline: at the current rate of progress, it will take 134 years to reach full gender parity worldwide. The pace of change needs to pick up — not just for women but for all underrepresented groups in leadership positions.

Can senior leaders bring their true selves to work? How deep does the disability gap run in the C-suite? To what extent do diversity, equity and inclusion priorities shift across borders? To answer these and other questions, we wanted to dive deeper into the survey data that are the basis of Page Executive’s Talent Trends 2024 report. The insights of over 3,000 global leaders reveal both promising strides and stubborn hurdles.

How Leaders Really Feel about Workplace Inclusivity

About four in ten senior leaders report feeling they can be their authentic selves at work. While this edges above the average for all employees, it’s hardly a resounding success. Also, only 30% of these top-tier professionals view their workplace as truly inclusive. This figure, though slightly higher than the 26% reported across all levels, still leaves room for improvement.

Here’s the regional breakdown for leaders who feel they can be their authentic selves at work:

• Latin America: 46% of senior leaders
• Europe: 43% 
• Africa 39%
• APAC 38%
• North America: 32%
• Middle East 25%

The fact that North America lags behind less economically developed regions like Latin America and Africa challenges the idea that financial success automatically translates to more inclusive workplaces. The Middle East’s low score compared to Latin America’s high one shows how much local culture shapes workplace dynamics. Creating an inclusive workplace is a multi-faceted challenge that requires understanding local contexts and a real commitment to empowering people to bring their whole selves to work.

Young Executives Vote with Their Feet on DE&I

While only 4% of senior leaders say DE&I dissatisfaction would make them job-hunt, that figure skyrockets to 17% for those in their 20s. That’s nearly as many as those leaving for traditional reasons like promotion or career progression.

These numbers point to a clear generational shift. Millennials and Gen Z aren’t just committed to DE&I — they’re willing to change jobs to find a more equitable culture.
 

One-size-fits-all approaches to DE&I don’t work. Companies working across borders need to listen to local voices and understand cultural nuances. At the same time, they need to maintain a consistent global commitment to diversity and inclusion. It’s a delicate balance, but getting it right can be a powerful driver of employee satisfaction and business success.

Margarita Maldonado
Associate Principal, Colombia

The Gender Divide: More Than Just Numbers

Diversity isn’t just a numbers game, but our leaders’ survey reveals a persistent gender gap that’s hard to ignore: 77% of respondents were men, compared to just 22% who were women (with 1% preferring not to say).

This gap varies significantly across regions. The Middle East and South America have the widest divides, with men outnumbering women by about 5 to 1. North America fares better with a 65%-34% split, and surprisingly, Africa isn’t far behind at 66%-33%.

Africa’s near-parity with North America challenges the idea that equity and economic development go hand in hand – cultural norms, policies and other factors play vital roles too.

Closing the gender gap in leadership isn’t just about pay equity. It’s about creating environments where women feel equally valued, recognised and supported in their career ambitions.

Nikunj Maheshwari
Associate Partner, India

Across all regions, our data points to significant differences in how women and male leaders feel about their careers and workplaces:

• Climbing the ladder: Both male and female leaders are most likely to look for a new role because they’re unhappy with the strategy/direction of their current employer. However, women are significantly more likely than men to jump ship because they want a promotion (22% vs 15%). 
• Recognition gap: Women leaders consistently report feeling less recognised for their contributions, whether by managers, peers or customers.
• Salary satisfaction: Interestingly, women report higher salary satisfaction (67% vs 61% of men) and are more likely to have successfully negotiated a recent pay rise (24% vs 18%). This challenges some common assumptions about gender and compensation. 
• DE&I focus: Regarding critical DE&I initiatives, women leaders prioritise closing the gender pay gap and increasing female leadership representation. Men, however, tend to focus more on preventing age discrimination. While not a top priority for either gender, more women (5%) than men (2%) rank DE&I policies as the most crucial aspect of company culture. 

These findings paint a complex picture. Women are advancing in some areas but treading water in others. The challenge for organisations is to address the most stubborn disparities, not just the most visible ones.

Disability and Health: The Often-Overlooked Dimensions of Diversity

When it comes to disabilities and mental health, our data reveals some intriguing regional variations. North America leads the pack, with 19% of executives and senior leaders reporting a physical disability or mental health impairment. Europe follows at 11%, then APAC at 10%. Africa and Latin America report lower figures at 6% and 3% respectively.

From a diversity perspective, it’s encouraging to see individuals with disabilities reaching leadership positions. However, the regional disparities raise critical questions. Are these differences due to continued discrimination against people with disabilities in some regions, or do they reflect an unwillingness to self-identify for cultural or social reasons? It’s a complex issue that defies simple explanations.

Age and ability diversity in leadership isn’t just about fairness—it’s about harnessing a wealth of experience and unique perspectives. Companies that create truly inclusive environments for all ages and abilities could find themselves with a competitive edge in both innovation and problem-solving.

Quincy Wuyep
Senior Research Associate, Switzerland

Our data shows little difference between men and women or between LGBTQIA+ individuals and others when it comes to feeling authentic at work. The real disparity is among leaders with disabilities. While 43% of those with a physical health condition or impairment report feeling able to be their true selves at work, only 24% of those with a mental health condition or impairment say the same. There’s still work to be done in creating environments where those with mental health challenges feel supported and accepted.

A World of Difference: DE&I Priorities Around the Globe

How do DE&I priorities shift across different regions? In Europe and North America, preventing age discrimination is the primary concern, with 25% and 24% of respondents, respectively, marking it as their top priority. The ageing workforce is a significant issue on both sides of the Atlantic.

Latin American leaders have different priorities. Here, closing the gender pay gap is the primary focus, with 19% of respondents putting it at the top of their list.

The Middle East presents yet another perspective. In this region, promoting equity for diverse racial and ethnic backgrounds is the key concern, with 21% of respondents ranking it as their primary issue. They’re also at the forefront of efforts to get women into leadership positions, with 16% prioritising this issue—the highest of any region.

Despite these regional variations in DE&I priorities, one constant remains: DE&I policies consistently rank low as a factor in job satisfaction compared to work-life balance and competitive salaries. This could suggest a disconnect between the intended impact of DE&I efforts and how employees perceive them. It’s possible that the benefits of these programs aren’t being effectively communicated, or employees don’t see tangible results in their day-to-day work lives.

Organisations might need to rethink how they approach and present their DE&I initiatives. There’s room for improvement in making these programmes more transparent, accountable and relevant to employees’ everyday experiences.

The Road Ahead: Turning Complexity into Opportunity

DE&I isn’t simple. It shifts across regions, industries and genders. At Page Executive, we understand these nuances deeply. Our principals and partners, based in regions worldwide, can connect you with diverse talent that aligns with both your global values and local needs. Want to build leadership teams that truly reflect our diverse world? Get in touch with us now.