Poor leadership is still driving women out of the construction industry

As we mark Women in Construction Week, it’s a time to celebrate the achievements of women in the sector and take a hard look at why so many continue to leave. Despite years of initiatives aimed at fostering diversity and inclusion, the industry is still struggling to retain female talent. Reports from around the world paint a worrying picture - discrimination, inadequate support and limited career progression are driving women away, writes John Ridgeway.

And unless we address this, we are not just failing women - we are failing the industry itself. With ongoing skills shortages, the sector cannot afford to lose valuable talent due to outdated leadership approaches and workplace cultures that remain unwelcoming to women.

Construction has long been a male-dominated field, and progress toward gender balance has been painfully slow. In the U.S., women made up just 10.9% of the construction workforce as of 2020. In the UK, the figure stands at around 12.5%. These numbers alone highlight the stark under representation of women in the sector, but the real concern lies in retention.

Women are leaving the industry at significantly higher rates than men. A 2022 survey by the Institute for Women’s Policy Research (IWPR) revealed that 44.4% of U.S.-based tradeswomen had seriously considered quitting - largely due to experiences of discrimination and lack of respect.

In Australia, the National Association of Women in Construction found that one in ten women left the industry due to harassment and an astonishing 88% had encountered microaggressions - often from supervisors or managers. These statistics should serve as a wake-up call. If leadership within construction firms does not take active steps to change workplace culture, these numbers will not improve and we will continue to lose skilled professionals who could make a real impact.

Poor leadership

While construction companies have made some strides in promoting gender diversity, leadership failures remain a major roadblock. In too many cases, women in construction are not just dealing with challenging work environments - they are battling against a culture that does little to support or advance them.

In Australia, the 88% of women who reported experiencing microaggressions often cited supervisors or managers as the culprits. When those in leadership positions fail to recognise and address these issues, it sends a clear message - bad behaviour is tolerated.

Even when women enter the construction industry, breaking through to senior leadership remains an uphill battle. Women are still underrepresented in decision-making roles, making it harder for them to influence workplace policies and culture. This lack of visibility can be discouraging, signalling to women that no matter how hard they work, opportunities for progression remain limited.

Work-life balance remains a challenge in construction, but for women, the barriers can be even greater. A study by the National Autonomous University of Mexico found that 80% of women in construction felt their professional growth was hindered by a lack of labour flexibility. More than half - 55% - considered leaving because they struggled to balance their jobs with family responsibilities.

This is not just about women needing more flexible options - it’s about an industry that has historically been slow to adapt to changing workforce needs. Without meaningful support structures, the sector risks alienating skilled professionals who could bring value to the industry.

And this is bad news, because when women leave construction, the impact is felt across the entire industry. This is not just a gender equality issue - it’s an economic and operational problem. The loss of skilled professionals leads to a shrinking workforce at a time when construction already faces a severe labour shortage.

In addition, companies known for poor treatment of women may struggle to attract new talent, limiting their ability to grow and innovate. High turnover rates also mean increased recruitment and training expenses, which hurt the bottom line. In short, failure to retain women in construction is bad for business. So why do so many companies still allow these issues to persist?

What needs to change

If we want to see real progress, construction firms must take concrete steps to create a more inclusive, supportive and equitable industry. Leaders should undergo training to recognise and mitigate unconscious bias. Inclusive leadership is not just about hiring more women—it’s about actively creating a culture of respect and equality.

Women also need to feel safe speaking up about discrimination or harassment. Companies must implement confidential and transparent reporting systems with strict enforcement against offenders. Furthermore, flexible work arrangements should not be seen as a privilege, but as a standard offering that helps retain top talent. Construction firms need to evolve with modern workforce expectations.

Connecting women with mentors and sponsors who can advocate for them is critical for career growth. Organisations should implement structured programmes to ensure women have access to guidance and opportunities. Advancement should also be based on merit, with clear criteria for promotions and pay raises. Too often, women face invisible barriers that limit their progression in the industry.

In addition, companies must go beyond one-time workshops and commit to ongoing education on diversity, equity, and inclusion. The goal should be to build a long-term culture shift, not just tick a compliance box.

Thankfully, there are already initiatives working to support and retain women in construction. The National Association of Women in Construction (NAWIC, U.S.), provides education, networking and advocacy for women in the field. Women Into Construction (UK) – helps women enter and succeed in the construction industry through training and employment opportunities. NAWIC Australia – offers mentorship programs, networking events and resources for women in Australian construction.

These initiatives are invaluable, but they cannot do the work alone. Real change must come from within companies, driven by leadership that prioritises inclusivity and long-term success over outdated norms.

As we celebrate Women in Construction Week, it’s time for the industry to reflect and ask - why are we still losing so many skilled women? Why do outdated leadership approaches continue to hold back progress? And, most importantly, what are we willing to do to change that?

The future of construction depends on a workforce that is diverse, innovative and supported. If companies want to build lasting success, they must start by building better workplaces for women. Because when women thrive in construction, the entire industry thrives with them.