Lynne
Kuter, Managing Director of energy-efficiency LEEP Solutions, highlights the
need for a fresh approach to leadership and workforce composition in the built
environment.
The South African built environment
sector stands at a critical juncture. With the demand for innovative and
sustainable solutions growing exponentially, the industry is being challenged
to rethink traditional leadership and participation models. Yet, despite the
sector’s evolution, one significant area remains stagnant: gender diversity.
According to the Council for the
Built Environment (CBE), as of the latest data, women represent only 14% of
professionals in the built environment sector in South Africa – a marginal
increase from the 13% reported in 2021.
This statistic underscores a
persistent underrepresentation of women in an industry that is pivotal to the
country’s economic development and urban transformation. While the needle has
moved slightly, the pace of change is insufficient for a sector that prides
itself on innovation and progress. We must ask: What will it take to accelerate
gender diversity in leadership within the built environment, and why is this
diversity crucial for the industry’s future?
The Strategic Value of Gender
Diversity
Research consistently demonstrates
that diverse teams drive innovation, enhance decision-making, and improve
overall performance. By incorporating a wider range of perspectives, the built
environment sector can better address complex challenges and deliver
exceptional outcomes.
Women bring unique skills and
insights that are particularly valuable in this context. For instance, the
ability to manage multiple responsibilities – often honed through balancing
professional and personal roles – translates into exceptional workplace
multitasking and time management skills. Moreover, women are usually more
collaborative leaders, fostering inclusive environments where diverse
perspectives are valued and leveraged for better outcomes.
In a dynamic industry where crucial
decisions shape the future, incorporating diverse perspectives into leadership
is essential for long-term success. By harnessing the strengths of a
gender-balanced team, companies can gain a competitive edge and thrive in
today’s evolving marketplace.
Despite the clear benefits, women in
the built environment face significant barriers to advancement. One of the most
pervasive challenges is the “double bind” – the societal expectation that women
must balance assertiveness with warmth, often leading to a no-win situation.
Women who assert themselves in leadership risk being labelled overly
aggressive, while those who exhibit traditionally feminine qualities may be
perceived as weak or indecisive.
This double bind is particularly
acute in male-dominated industries like construction, engineering, and urban
planning, where decisiveness and strength are often valued above empathy and
collaboration. As a result, women may find themselves working twice as hard to
achieve the same level of recognition as their male counterparts, leading to
burnout and, in many cases, exit from the industry altogether.
Addressing this challenge requires a
fundamental shift in defining and valuing leadership qualities within the built
environment. The criteria for effective leadership must be broadened to include
qualities such as emotional intelligence, collaboration, and adaptability – increasingly
essential traits in today’s complex project environments.
The Role of Mentorship and Networking
To effect meaningful change, the
industry must also invest in mentorship and networking opportunities for women.
Organisations like the Women’s Property Network (WPN) and Property Point have
made significant strides in this area, providing platforms for women to
connect, share experiences, and support one another’s professional growth.
However, these efforts must be expanded and integrated into the broader
industry culture.
Mentorship programs should be
designed to empower women in their career journeys and actively challenge the
status quo that perpetuates gender inequality. By encouraging male leaders to
become mentors and advocates, we can cultivate a culture of mutual support and
shared responsibility for achieving gender diversity.
Networking, too, plays a critical
role in career advancement. In an industry where relationships and reputations
are often crucial to securing opportunities, women must be given the tools and
platforms to build robust professional networks. These networks can provide
access to resources, knowledge, and opportunities essential for career
progression.
The current state of gender diversity
in South Africa’s built environment is a call to action for industry leaders,
policymakers, and stakeholders. Acknowledging the problem is not enough;
concrete steps must be taken to address it. This includes setting tangible
targets for gender diversity, implementing policies that support work-life
balance, and promoting a culture of inclusion at all levels of the organisation.
Moreover, industry leaders must recognise
that the future of the built environment depends on their willingness to
embrace diversity in all its forms. As urbanisation continues to reshape our
cities, the need for innovative, inclusive, and sustainable solutions will only
grow. By fostering gender-diverse leadership teams, the built environment
sector can be well-positioned to meet these challenges and drive South Africa’s
growth and development.
The marginal increase in women’s
representation in the built environment sector from 13% to 14% indicates that
more needs to be done. The time for incremental change has passed. What is
needed now is a concerted, industry-wide effort to break down the barriers that
hold women back and to build a future where leadership is defined not by gender
but by vision, collaboration, and impact.
Industry leaders, the future is in
your hands. Will South Africa rise to the challenge?
