Research Finds: Limited Representation of Women in High-Tier Football Management Positions
In a recent survey conducted by "Football Can Do More" (FKM), all 36 clubs in the first and second divisions of the previous season were analysed, revealing a persistent issue in German football: a lack of gender diversity in top management positions.
The analysis, led by Katja Kraus, co-chair of the FKM board and a former national goalkeeper, highlighted that only 6% of these positions will be held by women in the 2024/2025 season. This figure, Kraus notes, is not a reflection of a blame game, but rather a reflection of football's results-oriented nature.
Axel Hellmann, CEO of Eintracht Frankfurt and co-chair of the FKM board, expressed his desire to see more women in leadership positions in football. He is not alone in this sentiment. Alexander Wehrle, CEO of VfB Stuttgart, acknowledged that the numbers show they are not yet where they want to be in terms of gender representation.
Fernando Carro, managing director of Bayer Leverkusen, emphasized the importance of diversity for their organization and society as a whole. He, along with many others, believes that structural changes are necessary to promote diversity in football.
The control bodies of the 36 clubs, responsible for appointing top management, have 28 (10.3 percent) women in positions out of 271. This is a small but significant step towards change.
Despite the current state of affairs, efforts have been made by German football clubs and the German Football Association (DFB) to increase gender diversity in leadership roles. These efforts include implementing diversity and inclusion programs, creating mentorship and leadership development initiatives for women, committing to gender quotas or targets, supporting women's football, and collaborating with UEFA and national stakeholders on programs supporting female leadership in football management.
These initiatives align with wider trends in European football governance, inspired by milestones such as UEFA Women’s EURO 2025, which has increased attention on women’s roles both on and off the pitch.
However, precise examples of initiatives at individual German clubs or official programs are not readily available in the search results. The focus seems to be more on the UEFA Women’s EURO 2025 tournament rather than club management reforms.
Katja Kraus, who was the first woman to join the board of a football Bundesliga club, Hamburger SV, in 2003, stated that positive discussions and efforts for change by many decision-makers have not yet resulted in corresponding numbers. This underscores the need for continued efforts to promote gender diversity in German football management.
Federal Research Minister Dorothee Bär (CSU) stated that Bundesliga clubs perform significantly worse than comparable small and medium-sized enterprises in Germany in terms of gender representation in top management. This further emphasizes the need for change in the football industry.
Four clubs in the first and second divisions currently have women in their top management: Schalke 04, FC St. Pauli, 1. FC Heidenheim, and Werder Bremen. This is a positive sign, but more needs to be done to ensure that gender diversity becomes the norm in German football management.
[1] UEFA Women’s EURO 2025 [2] German Football Association (DFB) initiatives for gender diversity [3] Examples of club initiatives for gender diversity in management [4] UEFA's commitment to gender diversity in football
- To further drive change, it would be advantageous for German football clubs to take inspiration from the economic and social policies of successful organizations in terms of gender diversity in top management positions, such as those implemented by the German Football Association (DFB) in their initiatives for gender diversity.
2.Parallel to the fervor surrounding UEFA Women’s EURO 2025, which has raised awareness about the roles of women in football, it would also be beneficial for clubs to share more details about their specific initiatives for gender diversity in management, such as diversity and inclusion programs, mentorship and leadership development initiatives, and gender quotas or targets. This would not only encourage other clubs to follow suit but also provide valuable case studies for sports organizations worldwide.
