International Journal of Management and Economics Fundamental
81
https://theusajournals.com/index.php/ijmef
VOLUME
Vol.05 Issue 05 2025
PAGE NO.
81-83
10.37547/ijmef/Volume05Issue05-16
Gender Diversity in Project Management and Its Impact
on Project Effectiveness
Abdiev Nasir Rakhimovich
Independent researcher at the Tashkent University of Information Technologies named after Muhammad al-Khwarizmi, Uzbekistan
Nazarova Madina Burkhanovna
Master, Banking and Finance academy, Uzbekistan
Received:
31 March 2025;
Accepted:
29 April 2025;
Published:
31 May 2025
Abstract:
In the modern management system, the structure of employees in enterprises, the qualitative and
structural diversity of human resources are influenced by the solutions of problems in business activities, the
abundance of innovative ideas, as well as collective achievements, changes in the activities of the enterprise and
development of kata. This article explores the plans, milestones, changes in comparison with communities where
gender equality is not ensured, which can be achieved as a result of gender equality.
Keywords:
Gender diversity, human resources, collective activity, role of gender equality in project management,
factors affecting project productivity.
Introduction:
In developed countries, as well as in
modern companies, the business world and other types
of collective activities, the qualitative diversity of
human resources, in particular gender balance, is
becoming increasingly important for the successful
implementation of projects. The results of studies
conducted by leading researchers around the world
show that gender-diverse teams work much more
effectively in developing innovative solutions to
collective problems, implementing complex plans and
improving overall business results. The article aims to
highlight the current issues of gender diversity in
project management, as well as to suggest ways to
promote gender equality in the conditions of
Uzbekistan.
Increasingly, gender equality is being paid attention to
in our society. In particular, Article 46 of the
Constitution of the Republic of Uzbekistan enshrines
the equal rights of women and men, and our state has
acceded to the Conventions on the Elimination of All
Forms of Discrimination against Women, on the
Political Rights of Women, and on the Equal
Remuneration of Men and Women for Work of Equal
Value. The Committee on Women and Gender Equality
was established in the Senate of the Oliy Majlis. A
separate Commission on Ensuring Gender Equality was
established, which is required to annually submit
information to the Oliy Majlis of the Republic of
Uzbekistan on the status of work in the field of ensuring
equal rights and opportunities for women and men.
In the resolution of the Cabinet of Ministers “On
measures to implement national goals and objectives
in the field of sustainable development for the period
up to 2030”, the Fifth Goal of Sustainable Development
of Uzbekistan is to ensure gender equality, empower all
women. According to it, by 2030 it is necessary to
eliminate all forms of discrimination against all women,
ensure the full and effective participation of women at
all levels of decision-making in political, economic and
social life, and ensure equal opportunities for
leadership.
Gender diversity - this means a fair and balanced
distribution of individuals of different sexes (women
and men) in the structure of an organization or team.
In modern management theory, it is appropriate to
distinguish the following aspects of gender diversity:
- structural diversity - the ratio of women and men in
the team;
International Journal of Management and Economics Fundamental
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International Journal of Management and Economics Fundamental (ISSN: 2771-2257)
- cultural diversity - the attitude towards gender
equality in the culture of the organization.
- functional diversity - the participation of
representatives of different genders in management
and decision-making processes;
According to the McKinsey Global Institute (2018)
report, companies with high gender diversity have an
average of 21% higher financial performance indicators
than other similar enterprises and organizations. This
indicator proves the following advantages of diverse
teams:
- broad thinking - representatives of different genders
approach problems from different perspectives;
- better decisions - the risk of groupthink is reduced;
- social responsibility - trust in organizations that
support diversity increases.
RESULTS AND DISCUSSION
As a result of studying the state of gender diversity in
project management during the study, the following
conclusions were drawn.
Currently, the world community and Uzbekistan are
observing the following situation regarding gender
equality in the field of project management:
Global trends:
- According to PMI (Project Management Institute),
only 30 percent of project managers are women;
- In the IT sector, this figure is around 15-20 percent;
- It was found that the share of female managers in
construction and engineering projects is less than 10
percent.
In the conditions of Uzbekistan today, the following is
true:
Although the field of project management is relatively
new in our country, gender differences are clearly
noticeable. For example, in the banking and finance,
education and healthcare sectors, the share of female
project managers is 35-40 percent, and in technological
and industrial projects this figure is between 15-20
percent.
According to a study by Harvard Business Review
(2019), gender-diverse project teams develop
innovative ideas 16-19 percent faster. The main reason
for this is the diversity of experiences and worldviews
of representatives of different genders.
In risk management, women are more careful than men
in assessing risks. This helps to prevent risky decisions
in 20-25 percent of projects.
It has been found that communication efficiency is 30
percent higher in gender-balanced teams, conflicts are
18 percent less, and the speed of completing tasks and
tasks is 12 percent higher.
The following effective methods of promoting gender
diversity are recommended:
- foundation programs;
- special trainings on project management for women;
- mentoring programs;
- career development support;
- organizational changes;
- taking into account gender equality in hiring;
- promoting successful female project managers
Studies on gender equality have been conducted in
countries around the world and the following results
have been obtained:
- Sweden - gender quotas in government projects (40
percent each gender);
- Singapore - special grants for women in technology
projects;
- USA - 30 percent of Fortune 500 companies have
female project directors;
The following recommendations have been developed
for more sustainable solutions to gender equality issues
in our developing society: maintaining gender statistics
in project management, organizing training programs
for female project managers, monitoring gender
equality in community projects, and promoting wider
training in project management professions in schools
and universities for representatives of all ages and
classes.
CONCLUSION
The results of the study show that gender diversity in
project management can significantly increase the
effectiveness of projects. In the conditions of
Uzbekistan, the following measures may be effective in
this area:
Basic programs - Development of special training and
mentoring
programs
for
women
in
project
management.
Statistics and monitoring - Introduction of systematic
monitoring of the gender composition of project
teams.
Cultural changes - Formation of concepts of gender
equality in society.
Legal criteria - Development of mechanisms for
monitoring gender balance in state projects.
In the future, it would be useful to conduct more in-
depth research in this area, in particular, a comparative
study of the gender situation in different sectors of
Uzbekistan.
International Journal of Management and Economics Fundamental
83
https://theusajournals.com/index.php/ijmef
International Journal of Management and Economics Fundamental (ISSN: 2771-2257)
REFERENCES
Law of the Republic of Uzbekistan “On Guarantees of
Equal Rights and Opportunities for Women and Men”.
September 2, 2019.
McKinsey & Company. (2018). “Delivering through
Diver
sity”.
Project Management Institute. (2020). "Gender
Balance in Project Management".
Harvard Business Review. (2019). "Why Diverse Teams
Are Smarter".
Uzbekistan Republic of Kazakhstan Gender Equality
committee reports (2022).
Woolley, AW (2010). "Evidence for a Collective
Intelligence Factor in the Performance of Human
Groups".
