Part‑time CEOs as a strategic lever
The federal Workplace Gender Equality Agency (WGEA) says that increasing the number of part‑time chief executives and adopting co‑CEO models may keep more women in top roles and narrow the pay gap, where women currently earn about 79 cents for every dollar earned by men. The agency warned that resistance to gender‑equality reforms is rising and called on firms to make senior management more flexible.
WGEA’s latest analysis links unequal caregiving duties with the scarcity of flexible senior‑level jobs. Women are more likely to shoulder childcare and elder‑care responsibilities, which pushes many out of full‑time executive tracks. By offering part‑time chief‑executive contracts and sharing the top job between two leaders, companies could retain talented women who would otherwise step back, while also signalling that leadership can adapt to modern work‑life realities.
Can co‑CEO arrangements really level the playing field?
The agency points to a handful of Australian firms that have already experimented with part‑time CEOs. In these cases, revenue growth remained steady and employee satisfaction rose, suggesting that reduced hours at the top do not necessarily harm performance. „When we re‑structured the CEO role to 30 percent time, we found that decision‑making actually became more focused,” said a senior HR director at a multinational retailer that piloted the model. The data indicate that flexible senior roles can attract a broader talent pool without sacrificing strategic direction.
Co‑leadership, where two executives share the chief‑executive responsibilities, is another model highlighted by WGEA. Proponents argue that it distributes workload, allows for complementary skill sets, and creates a natural pathway for women to ascend to the highest rung. Critics, however, warn of potential conflicts and diluted accountability. Yet recent case studies from the technology and finance sectors show that co‑CEOs can maintain clear governance structures by defining distinct domains—such as operations versus strategy—while presenting a united front to stakeholders. „Our co‑CEO structure has doubled the representation of women on the board and improved our gender‑pay metrics within two years,” a CFO remarked.
Looking ahead: policy and corporate action
The agency stresses that these approaches must be backed by transparent pay audits and robust support for caregivers, such as paid parental leave and flexible working policies across all levels. Without systemic change, isolated experiments risk being token gestures rather than lasting solutions.
If Australian companies adopt part‑time and co‑CEO models widely, WGEA projects the gender pay gap could shrink by up to 5 percentage points over the next decade. The agency urges the government to incentivise such arrangements through tax credits and to enforce stricter reporting on senior‑level flexibility. Business leaders are called upon to reshape boardroom culture, recognizing that leadership effectiveness is not tied to full‑time presence.
How many Australian firms currently have part‑time CEOs? Only a small minority—estimated at under 5 percent—have formal part‑time chief‑executive contracts, but interest is growing as more companies pilot flexible senior roles.
Frequently Asked Questions
Will co‑CEO structures dilute accountability? When responsibilities are clearly divided and governance frameworks are updated, co‑leadership can maintain strong accountability while offering diverse perspectives.
What immediate steps can companies take to promote gender‑balanced leadership? Begin by conducting pay equity audits, introducing part‑time executive contracts, and establishing mentorship programs that prepare women for senior positions.