Women's Rights: progress, challenges, and the role of education

Gender equality in education and work

Gender equality has evolved dramatically over the past century, shaped by the interplay of biology, culture, and technology. While our biological traits have remained constant for millennia, societal norms and technological advancements have shifted at an accelerating pace. On ESCP’s media The Choice, Professor Diana Clarke explores how these three dimensions—biology, culture, and technology—define gender roles and influence the future of equality.

Historically, gender roles were largely dictated by biological imperatives. However, cultural and economic transformations have continuously redefined women’s place in society. The feminist movement, often described in four waves, reflects this evolution.

The evolution of the fight for gender equality

The first wave (Mid 19th to early 20th century) focused on securing fundamental rights, such as voting, access to education, and property ownership. These efforts laid the groundwork for future reforms.

The second wave (1960s–1980s) sought broader political, economic, and social equality. It brought issues like reproductive rights, workplace discrimination, and political representation to the forefront. Women gained more autonomy over their bodies and careers, yet many barriers remained.

The third wave (1990s) embraced diversity, intersectionality, and the idea that gender equality should reflect a wide range of experiences, including those shaped by race, sexuality, and socioeconomic background. This wave challenged traditional feminism’s focus on middle-class Western women.

A fourth wave has emerged in the digital age, leveraging technology to amplify feminist activism. Online platforms have facilitated global conversations about gender, power, and inclusion. However, technology also introduces new challenges. Women remain underrepresented in STEM fields, and algorithmic biases can reinforce gender discrimination.

Looking ahead, Clarke stresses that solving today’s biggest challenges—climate change, resource management, demographic shifts, geopolitical instability, and artificial intelligence—requires inclusive leadership.

Education serves as the foundation for gender equality. Business schools like ESCP play a pivotal role in shaping future leaders. By integrating gender inclusion into our curriculum, research, and policies, we equip future business leaders with the knowledge and tools to foster equitable workplaces.

ESCP Business School: A commitment to diversity and inclusion

At ESCP, we actively promote diversity and inclusion through various initiatives:

• Gender Equality Plan: In 2022, ESCP implemented a comprehensive Gender Equality Plan (GEP) that outlines our ambitions, priorities, and activities concerning gender equality. This plan serves as a roadmap for fostering diversity and inclusion within our community, encompassing students, staff, and faculty.
• Women in Finance Chair: Professors Marion Festing and Almudena Cañibano co-direct the Women in Finance Chair at ESCP Business School. Their work focuses on addressing gender inequality in male-dominated sectors and transforming workplace cultures. In a recent study of 400 Master in Management students, they found that women appeared to be less interested in finance compared to their male counterparts, in part due to a lack of awareness of finance-related careers. The Chair has organised mentoring programmes and networking events dedicated to careers in finance, which have already supported numerous participants, equipping them with the resources and confidence to pursue finance-related careers.

Promoting inclusion in education and work

Creating inclusive environments where women feel valued and heard is key to achieving gender equality. At ESCP, we encourage open dialogue, representation, and policies that support women in academia and business.

The role of businesses in gender equality

Businesses must transcend symbolic gestures and commit to tangible actions. This includes implementing equitable hiring practices, offering leadership training for women, and fostering cultures where women can thrive. A 2020 study by Prof. Marion Festing highlighted that relying solely on voluntary commitments has not proven effective in increasing female representation in executive boards in Germany, suggesting that regulation may play a crucial role in achieving gender parity.

Despite numerous corporate initiatives promoting gender diversity, women in business still encounter significant structural barriers impeding their advancement. According to Prof. Beatrice Collin, a critical, yet often overlooked, factor in this dynamic is trust. Many women hesitate to voice their concerns, question the authenticity of leadership's support, and feel marginalized in decision-making processes. This issue has been exacerbated as diversity, equity, and inclusion (DEI) programmes face increasing political scrutiny, leading some companies to reduce or eliminate these initiatives. Without a foundation of trust, corporate efforts toward diversity and inclusion risk becoming superficial.

In a panel moderated by Professor Collin at the Women's Forum Global Meeting 2024, leaders from Lazard, Deloitte, and Siemens France delved into this pressing issue. They emphasised that fostering an inclusive environment necessitates building trust—trust in leadership, in organisational policies, and in the assurance that speaking up will lead to positive change rather than retaliation. In today's climate, where DEI efforts are increasingly politicised, organisations that prioritize trust-driven inclusion are more likely to retain top talent and achieve sustained success.

How to rebuild trust around gender equality efforts in the workplace

Rebuilding trust requires active and visible commitment from leadership. A significant obstacle is that many DEI programmes are confined to HR departments rather than being championed at the executive level—or have been discontinued altogether. Women are more likely to trust that gender equity is a business priority when it is advocated by top leaders as an integral component of the organization's strategy, rather than a transient initiative. Doris Birkhofer, President of Siemens France, underscored this point, stating, "Lead by example—diversity is not just an HR issue; it's a leadership responsibility."

How individuals can advocate for women's rights

Each of us has a role to play in advancing gender equality. Whether through mentorship, advocacy, or challenging biases, individual actions contribute to a more inclusive world. This includes academia. As Professor Argyro Avgoustaki notes, "There is a lot of work left to reach gender equality and inclusion in academia among other trades, and room for initiatives like CYGNA."

CYGNA is a group of female academics initially based in London and later expanded to include female academics from all over the world. The name CYGNA derives from the female version of the Latin word for SWAN (Supporting Women in Academia Network). It was established in June 2014 as a combined initiative of Argyro Avgoustaki, Anne-Wil Harzing, Linn Eleanor Zhang and Shasha Zhao. The main objective of the group is to promote interaction among female academics and to provide a forum for learning, support and networking.