The absence of women from decision-making centers can no longer be explained with easy excuses. It is not a lack of skills or limited experience. On the contrary, at every level of tourism operations, women demonstrate daily their operational competence, resilience and ability to manage complex realities.
The issue is deeper and clearly systemic.
Inequality starts with access to resources.
Funding for women entrepreneurs remains disproportionately limited, which acts as a deterrent from the earliest stages of an idea’s development. Without capital, innovation doesn’t scale, and without scale, impact isn’t created.
At the same time, the paths to leadership are neither clear nor institutionalized.
They often depend on informal networks, personal acquaintances, or circumstance, creating an environment where advancement is not based solely on merit and ability.
This invisible filter silently excludes a large portion of talent from the top.
Networks of influence are also another critical factor. They often function as closed ecosystems that reproduce the same balances of power, limiting the entry of new voices.
But in one sector such as tourism, where collaborations and connections largely determine development, the absence of these networks directly translates into limited influence.
At the same time, the lack of organized mechanisms for mentoring and transferring experience deprives future generations of professionals of the necessary support to develop.
Without mentorship and without structured development patterns, the transition from participation to leadership remains fragmented and uncertain.
This creates a contradiction that characterizes modern tourism. Women's participation is extensive and crucial to the operation of the industry, but their influence remains disproportionately limited.
If tourism seeks to evolve into a truly modern, competitive and sustainable industry, the transition from participation to influence cannot be accidental, it requires conscious, structured interventions.
First Above all, it is essential to create clear and transparent development paths. The path to leadership cannot be based on luck or personal connections. It needs to be based on institutionalized frameworks that recognize value, experience, and performance.
Secondly, Access to capital must be treated as a strategic priority. Strengthening women's entrepreneurship in tourism is not just about equal opportunities. It is about activating a significant untapped economic potential.
Thirdly, Strengthening networks is crucial. Influence in the modern world is not built solely through individual ability, but also through participation in decision-making spaces. Access to these networks must be broadened to reflect the true makeup of the industry.
Tourism is already one of the most accessible sectors for women's participation globally. While we have seen some improvement in recent years, this potential remains partially untapped as long as it does not translate into balanced representation in leadership.
Bridging this gap is not just a matter of social justice. It is a matter of economic efficiency and strategic growth. An industry that fully utilizes its human potential is able to produce better products, more authentic experiences, and more resilient business models.
Ultimately, tourism does not need to discover the contribution of women because it has already incorporated it into the basis of its operation.
The real question is whether he is ready to incorporate it at the top!
Because once reality is reflected in decision-making centers, the industry will not just become fairer.
It will become more efficient, more competitive and essentially more sustainable.
Angela Gerekou
photo by author
