Despite a growing number of talented women in construction, a new report suggests poor leadership is a significant factor driving them away from the industry. Although the building sector is eager to attract more workers, leadership shortcomings may be undermining efforts to retain women, according to a recent survey.

The construction industry is grappling with a severe labor shortage, with the Associated Builders and Contractors estimating that the sector needs around half a million new workers this year alone. This labor gap has prompted the industry to adopt more inclusive recruitment practices, explained Rose Fathers, director of business services at Building Skills New York, a nonprofit that trains construction workers and connects them with employers.

“There’s so much pressure from the top to get things done,” Fathers said. “As long as we keep having that pressure, people are going to get hired and it does not matter who that person necessarily is, as long as they have the right skillset for the job.”

While women represent about half of the overall workforce, they account for only 11% of the U.S. construction industry, according to the Bureau of Labor Statistics. And even fewer women work directly on the jobsite. Industry leaders often focus on recruiting more women, but there may be a larger issue at play: poor leadership practices.

Leadership Failures Drive Women Out

A recent survey by the National Center for Construction Education and Research (NCCER) and Ambition Theory, a Denver-based group providing leadership coaching for women in construction, found that 68% of women in the industry say poor leadership is one of the main reasons they leave. The survey, which gathered responses from 775 women, also revealed that many women are eager to advance their careers, but lack the clear paths to do so.

The findings highlight a significant gap in career development opportunities: While 87% of women surveyed expressed a desire for career growth, fewer than half said their companies offered leadership programs specifically designed for women. Even among those who did receive leadership training, 42% felt the training did not adequately prepare them for higher roles.

“Promotion criteria are often ambiguous, and access to career-defining, high-profile projects remains limited, leaving women few opportunities to showcase their leadership potential,” the report stated.

Additional factors contributing to women leaving the industry include:

• A lack of career advancement opportunities
• Unequal pay and benefits compared to male colleagues
• Absence of mentorship or sponsorship
• Inflexible work policies
• Lack of recognition for their contributions

The survey also found troubling instances of gender bias on job sites, with about 70% of women reporting that they were interrupted or spoken over more often than their male counterparts. Additionally, 75% of women stated that their expertise was frequently questioned by others in the field.

Improving Retention: Mentorship and Sponsorship

To address these challenges, organizations like Building Skills New York are making strides in attracting more women to the industry. Tatanisia Lumley, operations manager at Building Skills, noted that interest in advanced skills training has increased significantly, with many women drawing motivation from seeing other women in construction roles.

“We are now seeing a peaked interest in advanced skills training,” Lumley said. “A lot more women are seeing visual aids and posters and getting more access to seeing construction around them. And when they see another woman actually geared up and doing the work, I think that’s been a motivating force for a lot of the women who have crossed our paths.”

However, despite these efforts, women still represent only 9% of placed participants in 2024 within Building Skills, reflecting the national and New York City average.

The NCCER and Ambition Theory survey suggests that fostering a supportive environment for women is key to improving retention rates. Although employee resource groups and mentorship programs have proven somewhat effective, the report found that most women in the industry do not find them impactful enough to significantly enhance their career trajectories.

Instead, the study recommends focusing on sponsorship—an approach that goes beyond mentorship. Sponsorship involves actively advocating for a woman’s career advancement, which can have a direct impact on her professional growth. The report revealed that one-third of women surveyed had participated in sponsorship programs, and those who did reported greater satisfaction with their career progress. Additionally, those with sponsors were more likely to envision a long-term future with their employer.

“Expanding opportunities for women in construction isn’t a diversity initiative — it’s a business imperative that directly impacts productivity, project success and the industry’s ability to compete,” the report concluded. “Without deliberate efforts to build pathways for all leaders to thrive, the industry risks losing the talent it needs.”

Moving Forward: A Path to Progress

To retain women in construction, the industry must shift its focus from simply recruiting to creating a workplace that nurtures career growth and supports long-term retention. Addressing leadership shortcomings, offering clearer promotion pathways, and investing in sponsorship and mentorship could be vital steps in building a more inclusive and thriving workforce.

As the construction industry faces ongoing challenges in filling labor gaps, attracting and retaining women could be an essential part of the solution. However, it will require intentional and sustained efforts to create an environment where women feel valued, supported, and empowered to grow in their careers.

Ultimately, the success of these efforts will not only benefit women but will help address the broader industry’s need for skilled workers, ensuring a more sustainable and competitive construction sector

Originally reported by Zachary Phillips in Construction Dive.