24 Mar, 2026
In today’s evolving business landscape, leadership is no longer defined by authority alone — it’s shaped by communication, adaptability, and the ability to collaborate across cultures. To explore the role of female leadership in this shift, we spoke with Sonya Sverdlova, a communications, personal brand, and B2B marketing expert in the iGaming industry.
With experience leading international teams, Sonya represents a new generation of leaders who see management as a continuous process of learning and reflection.In this interview, she shares her perspective on women in leadership, the challenges they face, and why diversity is not just a social idea, but a real business advantage.
I’d be careful with the idea that women bring something “magically different.” Strong leadership is not about gender, it’s about clarity, responsibility, and the ability to make decisions.
At the same time, some patterns do exist.
Women in leadership roles tend to be highly involved in their work. If you are looking for a manager who will stay deeply engaged with the project, think about it constantly, and take responsibility beyond formal scope — in many cases, that is a female leader.
Research supports this. According to multiple workplace studies, women are more likely to take on additional responsibilities, and during crises, they are more likely to step into “extra work” that is not formally required.
Another important aspect is people management.
Women managers tend to pay attention not only to what is being said, but how it is being said. They are often more sensitive to emotional signals, changes in tone, disengagement, or hidden conflicts. And this directly affects long-term team stability.
For example, a female manager is more likely to notice that a loyal but undervalued employee is close to burnout or resignation — and to raise that early. That kind of attention protects processes, not just people.
The impact is measurable. According to McKinsey’s Women Matter and Diversity Wins reports, companies with higher gender diversity in leadership are more likely to outperform financially compared to their peers. Credit Suisse research also showed that companies with women on boards tend to demonstrate higher return on equity and more stable performance over time.
From a cultural perspective, female leadership often contributes to earlier identification of issues inside teams — whether it’s misalignment, dissatisfaction, or communication breakdowns. This definitely reduces the cost of mistakes. Problems are addressed at the stage where they are still manageable, rather than when they escalate into structural failures. It also tends to improve feedback quality — not in terms of “softness,” but in terms of accuracy and timing.
The most obvious one is still bias — both external and internal. Externally, there are still many stereotypes. For example, the assumption that women are less career-driven because they will “prioritise family” or the idea that ambition in women needs justification.
The same leadership behaviour is interpreted differently depending on gender:
If a male manager pays attention to details — he is seen as thorough.
If a female manager does the same, she may be perceived as “too picky.”
If a man notices that someone on the team is not doing well and addresses it — he is attentive.
If a woman does it, she may be seen as overreacting or being too emotional.
Internally, women tend to self-assess more critically. They often wait until they feel fully ready, while men are statistically more likely to apply when they meet around 60% of the criteria.
And more broadly, society is still adapting to the idea of a strong woman. A strong female leader can still create discomfort or confusion simply because it challenges the common expectations. Which is exactly why visibility matters — the more women in leadership, the more normal it becomes.
I guess this might be a hot take from me, but companies don’t need special programs for women.
Overcorrection creates a different kind of problem — it reinforces the idea that women need additional support or lowered standards to succeed. And that leads to another damaging perception: that women are promoted “for diversity,” not for competence.
Instead, companies should focus on solid internal systems that work well for both men and women: transparent growth paths, management education, regular performance and satisfaction check-ins. These mechanisms ensure that talented people — including women — are visible, supported, and promoted based on results.
At the same time, equality in career tracks does not mean ignoring practical realities. The path to growth and promotion should be identical for all people, but working conditions can and should acknowledge that women are part of the workplace.
This starts with simple things — basic hygiene products in the office, or the flexibility to take a few remote days when needed. And it extends to more complex systems — well-structured maternity leave policies, and most importantly, a clear and thoughtful return-to-work plan. This is a topic that is still not discussed enough in professional environments. Yet in reality, it has a direct impact on whether women stay, grow, and eventually step into leadership roles.
The companies doing this well focus on substance. They give real responsibility, not symbolic roles, invest in leadership development early, build cultures where different leadership styles are accepted. That combination creates an environment where women don’t need to “fit a mold” to succeed. They can lead effectively in their own way — and be evaluated based on the impact they create.
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