Leadership development has come a long way in recent years, yet many of the traditional approaches still fail to fully support aspiring and current women leaders, according to Mairi Fairley, Partner and Chair at OC&C Strategy Consultants.
She shares that while there is no shortage of mentoring schemes, leadership courses, and resilience training, these alone are not enough. “To truly create an environment where more women can succeed, we must rethink how leadership development is structured, moving beyond simply equipping individuals to navigate existing systems, and instead evolving those systems to better accommodate diverse leadership styles.” she explains.
Here, she shares how leadership development must change to support aspiring female leaders and talks on her own experience to the top.
The need for sponsorship, not just mentorship
Mairi explains that one of the most critical areas for improvement is the role of sponsorship in leadership development.
“While mentoring provides valuable guidance, sponsorship is what truly opens doors. Sponsors don’t just advise, they advocate, creating tangible opportunities for progression.”
She adds that women tend to find it harder to secure sponsors and are less likely to ask for sponsorship outright.
“Businesses need to actively support sponsorship initiatives, encouraging senior leaders to identify and champion high-potential women. For women, understanding the importance of sponsorship is equally vital. Learning to cultivate relationships with key decision-makers and gaining visibility in leadership circles can make all the difference. I’ve seen first-hand how well-placed sponsorship can accelerate careers, and it remains an underutilised tool in leadership development for women.”, she shares.
Broadening the definition of leadership
Leadership is still too often associated with traditional traits such as assertiveness, confidence, and directness, which Mairi says can discourage women who don’t naturally fit this mould.
“This narrow view limits the potential talent pool and fails to acknowledge the effectiveness of other leadership styles, such as collaborative, empathetic, and adaptive leadership.
Personally, it wasn’t until I encountered a female CEO who embodied a more collaborative leadership approach that I truly recognised the leader I wanted to become. I left OC&C to work for her, learning from her style and approach before returning to the firm as a much more confident and capable leader.”
She affirms that seeing a broader range of leadership styles in action is crucial for encouraging more women to step forward into leadership roles with confidence in their own approach.
Providing more structured opportunities for women to connect and learn from one another would be a game changer.
Mairi Fairley
Evolving systems to support women leaders
According to Mairi, historically, leadership development has focused on equipping women with skills to navigate male-dominated environments, essentially training individuals to adapt to existing structures rather than reshaping those structures to be more inclusive.
“While resilience and adaptability remain important, we need to place equal focus on evolving business environments to be more supportive of diverse leadership styles,” claims Mairi.
Speaking about her own experience, she shares, “At OC&C, I’ve benefited from a more flexible working model that has allowed me to balance leadership with family life. I work four days a week and take a month off each summer to spend time with my daughters. This flexibility has been invaluable, not just in maintaining balance, but in preventing burnout and enhancing my overall enjoyment of both my professional and personal life.”
She affirms that companies serious about increasing female representation at the top must integrate greater flexibility into leadership structures, not as a concession, but to unlock better, more sustainable leadership across the board.
The power of peer networking and shared learning
Mairi shares that one of the most impactful aspects of her leadership journey has been dialogue with other women.
“Peer networking, such as sharing challenges, learning from others’ experiences, and discussing how to navigate barriers, has been instrumental in building my confidence and shaping my leadership approach. Providing more structured opportunities for women to connect and learn from one another would be a game changer. Whether through formal peer learning programs, leadership circles, or networking events, fostering a strong support system can help women leaders navigate challenges with greater resilience and clarity,” adds Mairi.
Supporting mothers returning to work
Returning to work after having children is one of the most difficult transitions in a professional woman’s career.
She states that a ‘one-size-fits-all’ approach doesn’t work, as some women prefer a gradual return, while others are ready to dive straight back in.
“Offering tailored support options, from flexible working arrangements to personal coaching and mentorship, can make a significant difference in ensuring a smooth transition.
Personally, I found working with an external coach invaluable in helping me reflect on how to structure my work to complement my family life. Having access to this kind of support is crucial, not just for individual success but for retaining and developing talented women in leadership.”
We should also evolve systems, not just individuals, by adapting business environments to be more inclusive.
Mairi Fairley
How companies can change
For leadership development to truly support women, Mairi suggests moving beyond traditional models and embracing a more holistic, systemic approach.
“This means focusing on sponsorship over mentorship, actively advocating for women in leadership, broadening perceptions of leadership, recognising and valuing diverse leadership styles.”
“We should also evolve systems, not just individuals, by adapting business environments to be more inclusive. I’d like to see more encouragement of peer learning, providing structured opportunities for women to connect. Finally, flexible, tailored support for working mothers through offering personalised pathways for re-entering the workplace,” she concludes.
By taking these steps, we can build a new generation of female leaders. Let’s stop forcing women to fit into outdated moulds, and reshape leadership itself to be more inclusive, sustainable, and impactful.
