The Hard Truth About Women in Engineering Leadership
Let’s be real. Engineering is still a boys’ club at the highest levels. Women who break into engineering leadership don’t just work hard; they fight harder than their male peers for the same recognition. While discussions on workplace inequities have become more common, real change is still slow. Awareness is growing, but the fight continues.
Most companies will tell you they care about diversity, but when it comes to promotions and executive roles, the numbers don’t lie. Progress is slow, and the burden is still on women to prove they belong. But here’s the thing: the women who made it didn’t wait for permission. They forced their way in, and they changed the game.
Lessons from Trailblazers
Edith Clarke was the first woman to earn a master’s degree in electrical engineering from MIT, but no company initially hired her as an engineer. Instead, she worked as a human “computer” at General Electric. Over time, she proved her expertise and became a leader in power transmission engineering. Her work still impacts the field today.
Mary Jackson was NASA’s first Black female engineer; she had to petition a court just to take the courses required for her promotion. She later played a key role in aerodynamic testing and paved the way for greater diversity in space programs.
These women didn’t just contribute to engineering. They helped redefine leadership in the field. But they had to fight battles that shouldn’t have existed in the first place.
The Challenges No One Wants to Admit
Women in engineering leadership still face obstacles, including:
- Limited Representation–Women hold fewer executive positions in engineering firms compared to their male counterparts.
- Bias in Promotions–Many women report slower career progression despite equivalent skills and experience.
- Lack of Mentorship–Fewer senior women in the industry mean fewer mentorship opportunities for the next generation.
As someone who worked in recruiting for over a decade, I’ve seen firsthand how hiring biases shape career paths. I’ve reviewed thousands of applications and sat in hiring discussions where highly qualified women were passed over, not because they weren’t capable, but because decision-makers had a mental template of what a “leader” looked like. And that template didn’t often include women.
While companies claim to be addressing these issues, let’s be clear: real progress happens when leaders demand change, not when organizations make diversity statements.
What Can We Do About It?
If you want to move up, you need a strategy. The women who broke barriers followed these principles:
- Stop Waiting for Permission—Edith Clarke didn’t wait for approval. She pushed forward until her work was undeniable. If you’re being overlooked for leadership roles, document your contributions, advocate for yourself, and call out the bias when you see it.
- Take Control of Your Own Growth—Mary Jackson fought for her education because the system wasn’t built for her. Many leadership roles today still require women to work twice as hard to get half as far. If growth opportunities aren’t presented to you, create them. Find mentors, pursue additional training, and seek roles where your skills will be valued.
- Make Sure You’re Not the Last—Women who break into leadership don’t just succeed for themselves—they open doors for others. If you’ve made it, help someone else up. If you’re in a leadership role, push for better hiring practices, mentorship programs, and real accountability in your company’s diversity efforts.
What’s Next? Engineering the Future
Women have changed engineering, but we’re not done. The next generation of leaders will be the ones who refuse to accept the status quo. So ask yourself:
- Are you waiting for someone to recognize your talent, or are you making it impossible to ignore?
- Are you accepting the barriers in front of you, or are you finding a way around them?
- Are you rising alone, or are you bringing others with you?
Join the conversation, because breaking barriers isn’t just about one person making it, it’s about changing the system for everyone who will follow.
One Key Takeaway
Engineering leadership should be about skill and innovation, not gender. But the reality is, if you want to lead, you have to fight for it. The good news? You’re not alone in the fight.
About Nader Mowlaee:
Nader is a career coach who believes you can get everything you want in life if you just help enough other people get what they want. He is inspired by motivating confidence in engineers and helping them take calculated actions to move forward towards their career and life goals. His mission is to enable engineers to break free from their fears and create the ideal lives and careers they desire. You can learn more about Nader through his LinkedIn account.
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