Unlocking Talent: Why Football Needs More Women in Leadership

For much of its history, football has limited the participation of women across every dimension of the game. Women were prevented from playing, excluded from coaching roles, and largely absent from leadership positions within clubs, federations and governing bodies.

While progress has been made in recent decades, the football industry still faces significant structural barriers when it comes to fully integrating female talent across the sport’s workforce.

A working group convened by Women in Football and FIFPRO examined several of the root causes that have historically limited women’s participation in football. Three interconnected factors stand out: cultural barriers, structural separation of roles and systemic challenges within the industry’s employment practices.

Cultural barriers

For generations, football was widely perceived as a sport that was not suitable for girls and women. These attitudes were reinforced by broader social norms in which leadership, competition and professional sport were largely seen as male domains.

Media narratives and public perceptions often perpetuated the idea that women did not understand the game at the same level as men, or that their place in football should remain peripheral.

These beliefs influenced the design of sports infrastructure, governance structures and professional pathways. Football facilities, competitions and development programmes were built primarily for men, while women entering the game were often expected to prove that they belonged.

Although these perceptions have gradually shifted, their legacy continues to shape opportunities for women in football today.

The historical separation of roles

Between the 1920s and the early 1970s, women’s football was banned or heavily restricted in several countries. This created a long interruption in the development of the women’s game and significantly slowed its professionalisation and commercial growth.

The consequences of this period continue to influence the modern football landscape. Decades of structural separation reinforced the idea that men and women occupy different spaces within the sport.

One area where this gap remains particularly visible is in technical leadership. Women coaches and technical staff remain underrepresented even within women’s football, despite the strong performance record of female coaches at international tournaments.

At the same time, opportunities for women to coach men’s teams remain extremely rare, and no woman has yet been appointed as head coach of a senior men’s national team.

These patterns highlight the extent to which historical structures continue to shape hiring decisions and perceptions of expertise in football.

The employee lifecycle in football

Beyond the playing field, the football industry has also struggled to fully harness female talent within its workforce.

Across many organisations, the employee lifecycle—from recruitment and onboarding to promotion and retention—has historically favoured male candidates. Women entering football organisations have often been concentrated in support roles or operational positions with limited pathways to senior leadership.

Although the growth of the women’s game has created new professional opportunities, many of these roles remain confined to women’s football departments. While this expansion has helped bring more women into the sport, it has sometimes reinforced the perception that women primarily belong in the women’s game rather than across the broader football business.

For football to fully benefit from the diversity of talent available, this separation must evolve.

The business case for change

Diversity is not simply a question of fairness; it is also a driver of performance.

Research across multiple industries has shown that organisations with diverse leadership teams tend to outperform those with more homogeneous management structures. Companies with greater gender diversity in leadership often demonstrate stronger decision-making, greater innovation and improved financial performance.

For the football industry, which operates in an increasingly competitive global sports and entertainment market, accessing the full spectrum of available talent is essential.

At the same time, organisations across industries are facing growing competition for skilled professionals. Talent has become one of the most valuable strategic resources in the modern economy. Ignoring half of the potential workforce is no longer sustainable.

Recognising this reality, a growing number of clubs, federations and sports organisations are beginning to place gender equality and inclusion at the centre of their governance and workforce strategies.

Building more inclusive football organisations

Creating a more inclusive football workforce requires intentional change across several areas of organisational practice.

1.Embedding gender equality in strategy

For diversity initiatives to succeed, they must be supported at the highest levels of leadership. Boards and executive teams play a crucial role in setting expectations, establishing accountability and ensuring that equality objectives are integrated into organisational strategy.

Engaging male leaders as champions of gender equality is also essential. Inclusive cultures are built when responsibility for change is shared across the organisation rather than carried by women alone.

2. Strengthening inclusive workplace cultures

Addressing discrimination and bias requires clear standards and consistent leadership. Many organisations are now introducing training programmes, awareness initiatives and mentoring schemes designed to promote more inclusive workplace cultures.

One approach gaining traction is reverse mentoring, where senior leaders are mentored by younger or more diverse employees. These relationships can help decision-makers better understand the lived experiences of colleagues from different backgrounds.

3. Rethinking the employee lifecycle

Achieving long-term change also requires reviewing the entire employee lifecycle within football organisations.

Recruitment processes must be transparent and inclusive, ensuring that qualified female candidates are considered across all areas of the business. Onboarding systems should create supportive environments where women can thrive from the outset.

Career development pathways are equally important. Women entering the football workforce must have access to meaningful opportunities for professional growth, leadership development and promotion.

Finally, retention requires ensuring that women are supported with the resources, teams and budgets necessary to succeed in their roles.

Towards a more inclusive football industry

Building a more inclusive football industry will not happen automatically. It requires deliberate action from governing bodies, clubs, leagues and commercial organisations across the sport.

Measuring progress can play an important role in accelerating change. Transparent benchmarks and accountability frameworks can help organisations track their progress while highlighting best practices across the industry.

Ultimately, football stands to benefit enormously from embracing a more diverse workforce.

An industry that welcomes the perspectives, skills and leadership of women will be better equipped to innovate, grow and respond to the evolving expectations of fans, communities and global audiences.

Creating that future is not simply about expanding participation. It is about ensuring that women can contribute across every level of football; from the pitch to the boardroom.