A curated dataset of 20+ statistics on women in leadership for 2024/2025, covering global and U.S. representation, industry breakdowns, leadership pipeline, C-suite and CEO shares, boards, pay gaps, tenure, and the business impact of gender-diverse leadership. Compiled from third-party sources including LinkedIn Economic Graph, World Economic Forum, McKinsey, Fortune, Catalyst, IWPR, and others.

In 2023, around ** percent of respondents said that performance recognition was the most important factor when it came to leadership contribution toward employee retention in Germany, Austria, and Switzerland. Fair treatment and managers making enough time for employees also ranked highly on the list.

A curated dataset of 25+ statistics on leadership training and development covering adoption, budget trends, first-time manager training gaps, program effectiveness and ROI, retention impact, AI-enabled learning trends, generational preferences, and DEI disparities. Compiled and synthesized by HIGH5 from recent reports and surveys.

Leadership Analysis Page. (updated description 2/6/2023).

This guide will provide resources on Leadership and Communication. This research guide is not a comprehensive listing of sources, but is intended to be a starting point from which employees can begin their research according to their specific needs. https://dhs-gov.libguides.com/c.php?g=1047434

Not being able to see signs employees are demotivated was the major concern of company leadership when it came to hybrid work in 2023, with more than ** percent of survey respondents reporting the same. Similarly, enabling effective collaboration, and concerns regarding maintaining an organizational culture were among the top concerns of organizations' leadership regarding hybrid work

A curated compilation of 50+ data points about leadership burnout in the United States covering 2024–2025, including prevalence among leaders vs. non-managers, middle-manager risk, gender and generation differences, causes (workload, staffing, recognition), and impacts on retention, absenteeism, performance, and health. Synthesized by HIGH5 from recent third-party surveys and reports.

Dataset for: Poetz, L., & Volmer, J. (2022). What does leadership do to the leader? Using a pattern-oriented approach to investigate the association of daily leadership profiles and daily leader well-being. PsychArchives. https://doi.org/10.23668/psycharchives.5333 Recent research on leadership acknowledged that leadership behavior is not only related to followers’ but also to leaders’ well-being. Additionally, previous findings suggest that leadership behaviors show day-to-day variation and that multiple leadership styles can be present within one leader at the same time. Therefore, adopting an actor-centric perspective and applying a pattern-oriented approach we build on existing research to shed light on the daily relationship of leadership profiles and leader well-being. We will rely on the full-range model of leadership and conservation of resources theory to investigate (1) if daily profiles of transformational, contingent reward, management-by-exception active, management-by-exception passive, and laissez-faire leadership behaviors exist for leaders, (2) if profile membership is stable or dynamic across one week, and (3) if the leadership profiles are differentially related to leaders’ daily thriving and time pressure, as well as their daily emotional exhaustion, positive affect, and negative affect. We propose that some leadership profiles can be both beneficial (i.e., associated with increased positive affect and decreased negative affect via enhanced thriving) and harmful (i.e., associated with increased emotional exhaustion via increased time pressure) for leaders’ well-being at the same time. We will test our hypotheses in a daily diary study over five workdays (i.e., one typical working week) with two measurement points per day in a planned sample of 250 leaders and their followers. We will apply multilevel latent profile analysis to identify leadership profiles and perform BCH analysis to investigate the daily relationship of the leadership profiles and the outcomes.: Processed Data

In ** out of 28 countries in a global survey, more than half of the respondents were of the opinion that their country needed a strong leader to take the country back from the rich and powerful as of 2022. This was most prevalent in Romania and Indonesia, where more than ** percent of the respondents shared this view. Sweden and Germany were the only two countries where less than half of the respondents were of this opinion.

In 2022, women made up between ** and **** percent of all employees working in leadership and/or managerial roles at these large technology companies. Facebook had the highest rate of women in leadership roles, with **** percent, followed by Apple, with **** percent of their leadership positions being held by women.

NSF's IT Leadership Directory provides information on agency employees with the title of Chief Information Officer.

Maryland Insurance Agency's analysis of Fiscal Years 2021 and 2022 in terms of customer service survey results and customer service training.

Financial overview and grant giving statistics of Center for Leadership Development & Advocacy

During a 2024 survey carried out among marketers from the United Kingdom (UK), it was found that whenever a company had a marketing director or a chief marketing officer (CMO) in their leadership team, in **** percent of the cases, this person was a woman. The share was highest for business-to-business (B2B) companies, at **** percent.

According to data collated from LinkedIn members in 2024 across India, it was found that the education sector had the highest share of women in leadership positions. The sector was followed by government services and consumer services with high shares of female leadership.

Data describing the IT Leadership of the Department of Justice

Survey data results from leadership lab participants 2019-20

Financial overview and grant giving statistics of Women in Leadership Development

On average, approximately **** percent of the leadership positions at Standard Chartered were held by women in 2024. On the board, ** percent of the directors were women. In the management team and at the senior leadership level, the share of women was slightly lower, at **** percent and **** percent, respectively. Between 2016 and 2024, the share of women on the board as well as in senior leadership increased, while in the management team it decreased notably.

Retention rates and headcounts of senior leaders in state funded primary or secondary schools at the same post or higher.