What it Really Takes to Advance Women in Construction

“I think ERGs are implemented to check a box.”

“Our women’s group has no real ability to influence change, and we’re discouraged from having the conversations that matter.”

These aren’t outliers. These statements reflect a broader reality – women in construction are looking for real change, not symbolic gestures. Companies launch Employee Resource Groups (ERGs) with good intentions. They offer mentorship programs because it’s what they’ve been told will help women advance. But for many women, these efforts feel surface-level – well-intended, but lacking the structure, resources, and influence needed to create real leadership opportunities.

The 2025 Building Better Report, a collaboration between Ambition Theory and the National Center for Construction Education and Research (NCCER), exposes the disconnect between stated commitments and real experiences in construction workplaces. While companies claim to prioritize advancing women, 43% of women say their company’s commitment only “somewhat” aligns with reality. Nearly 20% say their experience “does not align at all.”

Why ERGs and mentorship alone aren’t enough

ERGs provide networking and support, but 35% of women say they don’t help advance careers at all. Without a clear connection to leadership development and real decision-making power, ERGs risk becoming social groups rather than vehicles for professional growth.

Similarly, mentorship – while valuable – doesn’t automatically translate into leadership opportunities. Companies implement mentorship programs to guide women in their careers, yet participation remains low; only 37% of women have been involved in one. Even when mentorship is available, it rarely leads to career-changing opportunities.

The real game-changer? Sponsorship. Sponsorship isn’t just about offering advice – it’s about action. Unlike mentors, sponsors use their influence to actively advocate for someone’s advancement, putting them forward for high-profile assignments, promotions, and leadership roles.

“Sponsorship, to me, is a step beyond mentorship – it’s active advocacy and support that directly influences career advancement. It means having someone who will put you forward and give you opportunities to succeed in your tasks and move up in your career.”

Yet, women receive sponsorship only half as often as mentorship. And when sponsorship programs do exist, participation is even lower than mentorship programs – just 31% of women say they participate in a formal sponsorship program. This means that while many women are advised to “find a mentor,” very few find someone with real power to advocate for their career growth.

Without sponsorship, career-defining opportunities remain locked within informal networks, often inaccessible to those without the right connections. Women in construction don’t just need guidance, they need champions in leadership who will ensure they are seen, considered, and elevated.

Rethinking leadership: The missing piece

If companies want to build high-performing teams and future-proof their workforce, they need to stop treating the advancement of women as a separate initiative and start seeing it as a business imperative. Leadership development isn’t just about representation – it’s about ensuring the industry has the right people in the right roles to drive long-term success.

The solution isn’t just about women, it’s about redefining leadership for the entire industry.

Transformational leadership – an approach built on trust, innovation, and adaptability – is exactly what the industry needs to meet its current and future challenges. Companies that embrace this model see higher employee engagement, stronger retention, and improved business performance.

Yet, the industry has been slow to recognize and reward transformational leadership. Research shows that women naturally lean toward this leadership style, excelling in areas like vision-setting, trust-building, and team development. However, because traditional leadership models in construction still prioritize transactional skills like technical expertise and task execution, these strengths often go unnoticed and unrewarded. As a result, women with leadership potential aren’t advancing, and the industry is missing out on the leaders it needs.

Moving beyond the checkbox mentality

It’s time to go beyond checking a box. Leadership programs need to be intentional, sponsorship needs to be embedded into company culture, and ERGs must be structured to create actual pathways to leadership.

If construction companies want to attract and retain top talent, rethinking leadership isn’t optional… it’s essential. The 2025 Building Better Report provides the research, insights, and action steps needed to create leadership pipelines that work.

The future of construction depends on who we empower to lead and the values we choose to prioritize. Join the Building Better Community today for early access to the report and to save your spot in a March 6 webinar, where Ambition Theory and NCCER will release the full findings and discuss what’s next for the industry.

Join the Building Better Community

About NCCER
The National Center for Construction Education and Research (NCCER) is a not-for-profit 501(c)(3) education foundation created in 1996. It was developed with the support of more than 125 construction CEOs and various associations and academic leaders who united to revolutionize training for the construction industry. Sharing the common goal of developing a safe and productive workforce, these companies created a standardized training and credentialing program for the industry. This progressive program has evolved into curricula for more than 40 craft areas and a complete series of journey-level assessments offered in over 4,000 NCCER-accredited training and assessment locations across the United States.

About Ambition Theory
At Ambition Theory, we’re dedicated to driving systemic change in the construction industry. We offer leadership training and coaching that equips individuals with the transformational leadership skills essential for advancement. We firmly believe that it is the responsibility of industry leaders and companies to create a more inclusive and diverse environment, and we work collaboratively with organizations to make this a reality. By sharing our expertise and proven approach, we’re able to shift the burden of change from individual women to the industry as a whole. Ambition Theory is unwavering in our commitment to leveraging research and data to drive tangible outcomes and create a more equitable industry for all. Listen to our twice-monthly Women in Construction podcast to discover your part in closing the gender gap at work and learn more about our Leadership Accelerator and corporate programs at www.ambitiontheory.com.