Women in the top management team: bridging the gender divide in advanced technologies

Purpose This study addresses the persistent issue of gender diversity in the high-tech sector, where women remain particularly underrepresented. We investigated the relationship between the presence of women managers and the percentage of female employees within high-tech firms. Furthermore, the moderating role of work–life balance (WLB) policies was examined. Drawing upon social role theory (SRT), our research highlighted the twofold relevance of leadership diversity and structural support in promoting gender equity at all organisational levels. Design/methodology/approach Using a sample of 512 firm-year observations from European listed companies operating in the high-tech sector, a longitudinal analysis spanning the period 2014–2020 was carried out. Findings Our findings proved that women in top management team (TMT) positions positively influence the percentage of female employees, with WLB policies significantly and positively moderating this relationship. Originality/value While much of the existing research has focused on women’s representation within boards of directors (BoD), scant attention has been devoted to the influence of women in leadership positions. This study enriches the SRT framework by emphasising the theoretical link between female leadership representation and organisational mechanisms encouraging gender diversity. To this end, this research further feeds diversity management and organisational change literature. The focus on the high-tech sector aims to provide intriguing food for gender disparities in one of the most male-dominated industries. By demonstrating that women managers can help close the gender gap through both role-modelling and structural support mechanisms, this study offers a pathway to mitigate cascading inequities and nurture a more inclusive labour market.