There has been notable progress across the Middle East as more countries strive for female inclusion in the workplace. However, there is still a long way to go before women feel empowered and equal to their male counterparts.

According to a 2022 World Bank report, women accounted for only 19% of the labor force in the region, one of the lowest rates globally. Although women have entered fields like healthcare, agriculture, public administration, and education—sectors comprising over 65% of the female workforce—research indicates that they remain marginalized in many workplaces. This exclusion hinders the region’s gross domestic product growth. 

Additionally, unemployment among Arab women stands at a staggering 42.5%, more than triple the global average of 14.9% and nearly double that of Arab men, whose rate is 25%.

LACK OF SUPPORT

The success of women in the workplace is heavily influenced by the culture and environment of their organization. Generally, both men and women at the entry-level feel less supported than their more senior colleagues. However, in particular, women report even lower satisfaction levels with their work experience than their male counterparts.

Women’s career advancement is closely tied to the quality of support systems and the presence of role models who can inspire them.

One key measure of status within a company is how often employees interact with senior leadership. According to a McKinsey and Company report, 25% of women at the entry-level rarely or never interact with senior leaders, compared to 17% of men. This disparity is especially stark in Saudi Arabia, where 45% of entry-level women report limited interaction with senior leadership versus just 19% of men.

Gillan Shaaban, Paymob’s CCO, says one of the main challenges women face in the workplace is a lack of equal access to mentorship and sponsorship, both of which are crucial in guiding career development. She also mentions a lack of flexibility within organizations that allows women to balance professional ambition with personal responsibilities.

“Addressing these issues requires systemic change, not only to level the playing field but also to remove the invisible barriers that hold women back,” Shaaban adds.

Dina Alsamhan, Co-founder and CBO of qeen.ai, says deep-seated biases still exist today, leading to women being overlooked for promotions or leadership opportunities. “These biases also affect the women themselves, who often believe they are not ready or up to the job, even though they are more than able, similar to Imposter Syndrome.”

Rasha AlSalem, Chief of Staff at Zid, believes there are two types of challenges—behavioral and structural. AlSalem explains that behavioral challenges stem from conscious and unconscious biases against women. These biases often manifest in people underestimating women, interrupting them more frequently than their male colleagues, and overlooking their valuable contributions.

“When I say structural, I mean policies that create barriers for women at the company and state levels. This is why women driving in Saudi Arabia was such an impactful policy- it removed a potential mobility barrier that, directly and indirectly, increased female participation, including in leadership roles.”

She points out that structural challenges also include the lack of flexible working arrangements and family-care policies, which unintentionally discourage women from remaining in the workforce.

FEMALE LEADERSHIP

Women-owned businesses remain a minority in the MENA region, with fewer than 5% being women-led, compared to the global average of up to 26%. Securing funding for these businesses is particularly challenging. A report by Wamda reveals that 66% of women founders in the region believe investors are less likely to back startups led by women.

However, the key to empowering women in the workplace lies in female leadership. This leadership can drive internal change and establish organizational strategies that set women up for success. Female mentors and role models are also essential in this process.

Shaaban believes female leadership is pivotal in fostering an environment where women feel supported and inspired to reach their potential.  Seeing other women in leadership roles is a tangible reminder of what’s attainable and a strong catalyst for organizational change.

“When women lead, they naturally create space for more diverse perspectives, which enriches decision-making and opens pathways for other women. This isn’t just about representation but about reshaping the workplace culture to be more inclusive and empathetic, showing women at every level that their voices matter and their contributions are valued,” she states.

AlSalem notes that female representation lessens as one ascends the organizational hierarchy. However, she adds that having more women in leadership roles enhances business performance and workplace culture. 

She cites Saudi Arabia as an example of how having women in leadership positions has helped create a cultural shift towards female economic empowerment as representation begets more representation. 

“Female leaders are also more likely to support internal company family-friendly policies that benefit both men and women. Working with women in leadership positions offers an important career roadmap and mentorship opportunities for more junior women,” AlSalem adds. “Recruitment is also positively affected, as talented women are more likely to join companies with high-ranking women.”

Female leaders provide women relatable role models, mentors, and sponsors who can provide guidance, support, and opportunities for advancement.

“Female leadership often brings unique perspectives and experiences to the table, fostering a more inclusive and balanced work environment that positively influences the business,” says AlSalem. 

ROLE OF ORGANIZATIONS 

Highlighting the importance of organizations implementing gender-neutral policies, AlSalem explains that, although it may seem counterintuitive, policies that apply to both genders can significantly impact women. These policies help promote more women to senior roles while improving work-life balance, family care, and flexibility.

“Companies should also support mentorship programs that allow women to be paired with others in senior positions,” she adds.

Shaaban emphasizes that companies should foster a culture prioritizing diversity and inclusivity in all policies, practices, and communications. This includes implementing mentorship programs and creating clear pathways to leadership.

“By promoting a culture rooted in equity and creating an environment where everyone has the tools to succeed, we can break down the barriers that have historically kept women from advancing.”

AlSamhan cites her previous work experience as a foundation for various initiatives that can be implemented. “During my time at Google, there were targets for female representation in the workforce and leadership; flexible work options to help women and new mothers balance their personal lives and their careers; mentorship programs to grow female leaders; mandatory bias training and education, particularly around performance evaluation periods.”

ADVICE FOR WOMEN 

Shaaban says young women must be resilient and embrace a mindset of continuous learning. “Leadership often requires navigating challenges and setbacks, so staying focused on your goals and pushing through with grit and determination is essential.”

She also advises women to seek mentors and a support system to guide them on their journey, while spotlighting female leaders can show women what’s possible for them.

“By spotlighting female leaders, sharing their stories, and celebrating their achievements, we inspire others to take up these roles and drive change. Leadership is not just a position; it’s a responsibility to pave the way for those who come after,” she adds.

Alsamhan believes women must be self-confident and aware of how workplaces can break down that self-confidence. 

“Know that real growth often comes with pushing ourselves outside of our comfort zone, so seek leadership opportunities rather than wait for them to arrive,” Alsamhan states. “One thing every woman can do immediately is seek out mentors who can guide you and support your journey.”

AlSalem notes that women should act like the person they wish to be in the face of intimidation. “I picture the type of person I want to be in the office and act like it, even if I’m not feeling confident. A version of ‘fake it till you make it,’ but you are not faking your talent or skill; you are just taking on a persona until you are comfortable in it.”