Thought leadership | Women and leadership in Saudi Arabia

Q. As women’s participation in the Saudi workforce continues to expand, what new opportunities do you see for organisations to rethink leadership models and unlock untapped strengths?

With the growing presence of Saudi women in the workforce, organisations have a unique opportunity to reshape traditional leadership models. This includes embracing more collaborative, empathetic, and value-driven leadership styles that align with the evolving corporate landscape. By integrating diverse perspectives at all levels, companies can foster innovation and better reflect the communities they serve. Supporting women in leadership roles also creates a powerful ripple effect, inspiring more young women to pursue careers and leadership paths. Ways for organisations to rethink leadership models include:

• Hybrid and flexible structures: As more women enter the workforce, organisations can move away from rigid, hierarchical ladders toward network based leadership that values collaboration, mentorship, and cross functional influence.
• Talent first succession planning: By basing promotion decisions on demonstrated competencies rather than tenure, companies unlock a broader pool of high potential women who bring diverse perspectives to strategic roles.

Embedding these dimensions into the leadership model helps firms align with Vision 2030 goals while tapping an untapped source of strategic insight.

Q. Which people practices have proven most effective in building sustainable leadership pipelines for women, especially in sectors experiencing rapid growth?

Tailored development programmes that support women from entry-level to leadership roles have shown strong results. These include mentorship, sponsorship, leadership coaching, and rotational assignments/programmes that offer exposure to different business areas. Organisations that embed diversity, equity, and inclusion (DE&I) into their talent strategies, from recruitment to performance management, tend to build stronger, more sustainable pipelines. Collaborations with global institutions for leadership training have also been instrumental in preparing women for more complex roles. 

People practices that build sustainable pipelines for women include:

• Structured sponsorship programmess: Pair emerging female talent with senior sponsors who actively advocate for their visibility, stretch assignments, and promotion opportunities.
• Transparent career path frameworks: Clearly map the skills, experiences and milestones required for each leadership level; this demystifies progression and reduces bias.
• Targeted development rotations: Offer short term assignments in high growth units (e.g., renewables, digital, downstream) so women gain the breadth of experience that fast moving sectors demand.
• Data driven talent analytics: Regularly audit gender ratios at each talent stage, identify bottlenecks, and adjust recruitment or development tactics accordingly.

Q. How can organisations design environments where all employees, including women, feel empowered to contribute, influence decisions, and take on stretch roles?

Creating an inclusive workplace culture is key. This starts with leadership modeling inclusive behaviors and continues with training programmes that build awareness and equip managers to lead diverse teams. Establishing clear pathways for career advancement, providing equitable access to high-impact projects, and ensuring psychological safety in teams all contribute to an empowering environment. Inclusive policies, such as flexible work arrangements, also play a critical role in enabling women to thrive.

Designing environments where all employees feel empowered:

• Inclusive decision-making forums: Ensure meeting chairs rotate, solicit input from junior and female participants, and capture contributions in meeting minutes.
• Stretch role pipelines: Create a “high potential pool” that invites employees to apply for projects outside their current remit, with clear criteria and coaching support.
• Psychological safety norms: Train managers to model open dialogue, acknowledge mistakes, and reward ideas regardless of the source.
• Flexible work policies: Offer remote work options, staggered hours, and childcare support, allowing women (and all staff) to balance personal responsibilities while taking on demanding assignments.

Q. What capabilities should HR leaders prioritise to prepare the next generation of Saudi women for leadership in an economy that is evolving so quickly?

HR leaders should focus on developing future-ready skills such as agility, digital literacy, emotional intelligence, and cross-cultural communication. Women leaders must also be equipped with strategic thinking and innovation capabilities to navigate rapid change. Investing in continuous learning and leadership development programmes, including global exposure and executive education, will be crucial in building a pipeline of resilient and capable leaders.

Q. What examples have you seen of organisations successfully integrating inclusion into everyday practice — not as an initiative, but as part of how work gets done?

One effective approach is embedding inclusion into core business processes, such as hiring, promotion, and performance reviews, so that diversity becomes a natural part of decision-making. Regular inclusive leadership training, employee-led resource groups, and structured feedback loops also help institutionalise inclusion. Some organisations have implemented metrics and accountability frameworks to ensure that progress on inclusion is tracked and acted upon consistently.

Saudi organisations are increasingly embedding inclusion into everyday work practices. For example, Saudi Aramco supports women’s professional networks that enable mentoring and cross-business collaboration. SABIC has expanded female representation in engineering and technical roles through targeted recruitment and development. In the banking sector, institutions such as SNB integrate diversity and talent development objectives into leadership performance frameworks.

Q. Looking ahead, what gives you the greatest confidence about the direction of women’s leadership in Saudi Arabia, and where do you see the strongest potential for continued progress?

The most encouraging signals are the visible increases in female workforce participation, the growing number of women in leadership roles, and the strong national commitment to gender equity through Vision 2030. The rise in women pursuing STEM education and being sponsored for advanced degrees is also promising. With ongoing support from both the public and private sectors, the potential for women to lead in all area, particularly in emerging sectors like energy, technology, and innovation, is immense.

What gives me confidence about the future of women’s leadership in Saudi Arabia:

• Policy momentum: Recent amendments to the Labour Law and the introduction of mandatory gender diversity reporting create a regulatory backbone that encourages sustained change.
• Education pipeline: Female enrolment in STEM and business programmes now exceeds 60 % in many universities, providing a deep talent reservoir for the next decade.
• Visible role models: Leaders such as Lubna Al Olayan and Haifa Al Mansour are breaking glass ceilings, inspiring younger women to envision themselves in c-suite roles.
• Strongest potential for progress: The intersection of digital transformation and renewable energy projects. These sectors are expanding rapidly, demand new skill sets, and are less bound by legacy cultural norms, making them fertile ground for women to assume leadership early in the lifecycle of emerging businesses.