Understanding Barriers to Women’s Leadership in Sport and the Pathways to Change

Abstract

Although women’s participation in organized sport has grown substantially, their inclusion in leadership and governance roles has advanced more slowly. This article examines two prominent case studies—the International Olympic Committee (IOC) and the International Biathlon Union (IBU)—to assess how institutional reforms can promote gender equity in sport leadership. As of 2024, the IOC has achieved 40.6% female membership, 30% representation on its Executive Board, and 50% female participation across its 33 commissions, with 42% of those chaired by women. These outcomes reflect the implementation of the IOC’s Gender Equality Review Project and Olympic Agenda 2020+5, which together set out structural goals and cultural strategies to embed gender inclusion. The IBU, meanwhile, has taken a similarly comprehensive approach. Through the adoption of gender quotas, mentorship programs, unconscious bias training, and funding initiatives, it reached 30% female representation on its Executive Board and Technical Committee by 2022. Beginning with the 2026 Election Congress, the IBU’s Constitution mandates gender thresholds across all key governance bodies, including Congress delegates, the Athletes’ Committee, the Technical Committee, and the Executive Board. These case studies illustrate that when gender equity policies are linked to enforceable structures, measurable outcomes are achievable, even in traditionally male-dominated sports.