Empowering the next generation of female leaders in hospitality

Women make up more than half of the global hospitality workforce, but only a fraction of senior executives, general managers and board directors. On International Women’s Day, this gap reminds us that participation is not the same as progression, and that to truly balance the scales, the sector must invest in the next generation of women leaders who will shape the future of guest experience, workforce culture and global tourism.

At first glance, hospitality appears to be a female-dominated industry. Across many regions globally, women make up between 50% and 60% of the hospitality workforce, particularly in operational, guest-facing and administrative roles. From front office teams to food and beverage operations, women play an essential role in shaping the guest experience.

Yet when we look more closely at leadership across the sector, the picture changes.

While women are highly represented across the broader workforce, their presence in senior leadership remains comparatively low. Executive roles, board positions and general manager appointments continue to be disproportionately held by men. This disconnect between workforce participation and leadership representation remains one of the persistent challenges within hospitality.

International Women’s Day, therefore prompts an important question: how can the industry actively empower the next generation of women leaders to shape the future of hospitality?

Women and leadership in hospitality

Globally, women represent approximately 52% of the hospitality workforce. However, only around 30% of senior leadership roles are held by women, depending on region and sector. In some executive tiers, representation is even lower. In the US, women hold just 7% of CEO and chair roles and around 27% of board positions within the industry, despite representing over half of the tourism and hospitality workforce.

This gap is not due to a lack of talent or ambition. Research consistently demonstrates that organisations with diverse leadership teams often achieve stronger performance outcomes. Diversity brings a broader range of perspectives, experiences and approaches to decision-making.

In hospitality, where businesses serve culturally diverse guests and operate in rapidly changing global markets, leadership diversity becomes even more valuable. Diverse leadership teams are often better equipped to understand evolving guest expectations, respond creatively to industry shifts and foster more inclusive workplace cultures.

Leadership approaches commonly associated with female leaders, including collaboration, strong communication and emotional intelligence, also align closely with the service-driven nature of hospitality. When organisations create space for different perspectives at the leadership table, they are often better positioned to innovate and adapt.

Understanding the barriers to leadership

If women make up such a significant portion of the hospitality workforce, why does the leadership gap persist? Part of the explanation lies in the structure of the industry itself.

Hospitality is known for long hours, shift-based work and operational demands that can be difficult to balance with family and personal responsibilities. Without flexible leadership pathways, some talented professionals may step away from the industry before reaching senior positions. Career progression can also depend on access to mentorship, sponsorship and professional networks. Historically, many leadership networks have developed within male-dominated environments, which may unintentionally limit opportunities for women seeking advancement.

Industry leaders are increasingly acknowledging the need to address these challenges. Tash Tobias, CEO of Salter Brothers Hospitality, highlights the importance of clarity and structure in leadership environments that are often fast-moving and complex: “Strength comes from clarity. Clear standards, clear expectations and clear decisions create momentum and trust. In a fast-moving environment, people want to know where they stand and what ‘good’ looks like.”

Clear leadership frameworks and supportive organisational cultures can help emerging leaders develop confidence and navigate their career pathways more effectively.

The role of education and industry connection

Education plays an important role in supporting future hospitality leaders.

Leadership development programs, postgraduate study and structured industry placements provide opportunities for professionals to build both skills and networks.

At Blue Mountains International Hotel Management School (BMIHMS), industry-connected learning is central to preparing students for leadership roles. Experiential learning, mentorship from experienced academics and early exposure to operational environments help students develop both practical capability and professional confidence. Students also engage with industry through guest speakers, hotel site visits, webinars and panel discussions.

These opportunities strengthen professional networks and allow students to learn directly from experienced leaders. Industry initiatives are also gaining momentum. Hospitality organisations around the world are introducing mentoring programs, leadership development initiatives and diversity targets aimed at increasing female representation in senior roles.

Professional networks such as Women THAT, which connects women across the travel, tourism and hospitality sectors, are also helping strengthen leadership communities and mentorship opportunities. Several global hospitality companies have also introduced targeted initiatives.

Accor has committed to increasing the proportion of female general managers within its organisation. Hilton’s Women in Leadership program focuses on mentoring and professional development. While IHG through their RISE program, supports women globally through networking and leadership development.

Women leading the way in hospitality

Across the hospitality industry, many female leaders are already reshaping leadership and business strategy. Internationally, leaders such as Barbara Muckermann, CEO of Kempinski Hotels, and Sheila Johnson, Founder and CEO of the Salamander Collection, have demonstrated the impact of visionary and inclusive leadership.

Closer to home, leaders connected to BMIHMS are also shaping the future of hospitality. Tash Tobias leads one of Australia’s most significant hotel investment and management groups, while Jessica Wheatley, General Manager of Hyatt Regency Brisbane and a BMIHMS alumna, represents strong operational leadership within a global hotel brand.

Hope Lang, Senior Director of Operations – South East Asia at Hilton, emphasises the importance of balancing strength with empathy in hospitality leadership. “Leading with a balance of strength and empathy is vital in hospitality. Leaders need to provide clear direction while also demonstrating genuine care for their teams and the challenges they face.”

Hospitality leadership often requires exactly this balance. A clear direction alongside an authentic connection with teams working in demanding environments.

Looking ahead to meaningful change

International Women’s Day reminds us that progress doesn’t happen automatically. Meaningful change requires ongoing commitment from industry leaders, educators and organisations. Empowering the next generation of women leaders means strengthening pathways through mentorship, education and professional networks.

It also means creating workplace cultures where diverse perspectives are valued and supported. Hospitality has always been about people.

When leadership reflects the diversity of the workforce and the communities it serves, the industry becomes stronger, more innovative and better prepared for the future.