Why Women Belong in Every Area of Sports, including coaching.
- Ashley Cornwell
- Apr 28
- 12 min read
And the solutions for sports leaders to help make it happen.
Well, here is the hill I was born to go to war on. There have always been the underlying conversations, concerns, and outright opposition to women in sports, specifically football.
There have been so many negative headlines lately, none of which are positive for women who are striving to do good in sports, which has sparked my desire to write this. Women are still making strides in women's sports as administrators, coaches, and staff. However, in male-dominated sports, it seems that the little progress women have made has all but disappeared today.
Women belong in training, recovery, media, coaching, operations, and more. What causes the holdup is not an anti-women-in-sports mindset. It is an anti-women mindset. Coaching is one of the primary areas in sports leadership where women cannot seem to get a grasp, within both men's and women's sports.
To begin this brief opinion, I want to examine the positive contributions women are statistically proven to have on society and why it should matter to you.
Why it Matters:
Society includes women, and women hold an essential place, influencing the growth and development of our homes, people, and communities in countless ways. Their participation in the workforce strengthens economies, as they make up a significant portion of employees across industries and contribute to innovation and productivity (UNESCO, 2024). Beyond their economic impact, women serve as teachers, role models, and advocates who guide younger generations and help shape social values and public policy (UNESCO, 2024).
Within families and communities, women often provide care, encouragement, and stability, supporting both emotional and psychological well-being. Their leadership and resilience foster the future in creating strong households and connected communities.
1. Representation and Role Models
Young girls need to have positive role models. Representation is key because it shows young females that they can achieve goals and that they belong in all spaces of our society. An individual can find inspiration, value, and chase new dreams based on who they see and are surrounded by. Good role models create good characteristics, which create individuals who will contribute positively to society. Both men and women deserve the opportunity to have positive role models. The lack of women in coaching roles in sports hurts this, as Zarrett et al. (2019) found on behalf of the Women’s Sports Foundation that:
“Gendered cultural norms are also still a major barrier for girls’
participation in sport… Coupling these experiences with a lack of female presence on the coaching staff and in other prominent administrative roles within sport organizations only further espouses messages to girls that they do not belong in sport.” (Zarrett et al., 2019)
Representation matters for everyone; women are not an exception. Women must be afforded the same opportunities as men in sports, and this should not only be reflected in opportunities to play but also in who coaches them.
2. Performance, Economics, and Organizational Success
Studies from organizations such as UN Women show that gender diversity in leadership leads to better decision-making and improved outcomes. Decision-making in all facets of college athletics and professional leagues can influence the rise or downfall of programs.
Diverse coaching staffs bring different perspectives, communication styles, and problem-solving approaches that benefit athletes and teams. Innovation requires diversity, so gender diversity in leadership strengthens programs and improves performance outcomes.
Success is the benchmark examined when evaluating a team, its players, and coaches.
Success generates revenue and creates competition, both of which are crucial to the continuance of sports. A study by McKinsey & Company shows that closing the gender gap in the workforce could add trillions of dollars to global GDP (UNESCO, 2024). When women have equal opportunities in all facets of society, including the economic sphere, performance improves (UNESCO, 2024). Sports rely on revenue, and with NIL and financial pressures, success and funding are more connected than ever. When women are given the opportunity, they can bring expertise and leadership that directly impacts performance and financial success.
3. Cultural and Societal Impact
Expanding the talent pool in terms of female coaches can help strengthen programs. When women have the opportunity to coach and lead teams, the approach and process are more diverse across coaching staffs, teaching methods, and roster construction. The ability for a team to account for cultural and societal elements is crucial to building strong team chemistry and a program.
If this does not appeal on a performance level, the broader impact should. Sports influence culture; they show what society is, but also what society can be. When women are treated equally in sports leadership, stereotypes about “only men are leaders” weaken. Young boys and girls grow up seeing women in authority roles, and society moves toward fairness in other fields like politics, business, and education.
The Reality in Sports:
Women remain significantly underrepresented in coaching, particularly at elite levels. Broader data highlights the extent of this disparity. Before Title IX, 90% of women’s teams were coached by women; by 2025, that figure had fallen to 48% (WeCOACH, n.d.). Across sports more generally, women account for only 20–30% of all coaches, with representation dropping to just a few percent in senior positions (Jůva, 2021). This pattern persists across both “gendered” and “gender-neutral” sports.
In NCAA women’s basketball, women coach approximately 41–44% of teams, meaning the majority of women’s programs are still led by men. In NCAA men’s basketball, women make up about 6% of assistant coaches, with no female head coaches at the highest level (WeCOACH, n.d.). At the professional level, similar disparities exist; only 40–50% of WNBA teams have female head coaches, while the NBA has no more than 5–6 female coaches league-wide in a given year, with some years having only one or none (WNBA; NBA, n.d.). In football, the gap is even more pronounced.
The NFL has never had a female head coach, and women currently hold no assistant coaching positions league-wide. At the Division I level, there are likewise no female head coaches or position coaches. Together, these figures demonstrate that women remain largely absent from leadership roles at the highest levels of sport.
Evidence Supporting Female Coaches in Leadership Across Men’s and Women’s Sports
Research consistently shows that female coaches are fully capable of coaching at elite levels across both men’s and women’s sports, with coaching effectiveness not determined by gender. One study found that “coach competence ratings are not significantly influenced by coach gender or athlete gender,” meaning athletes do not inherently evaluate coaches differently based on sex (Angriman et al., 2025). Instead, coaching style is what matters most, with holistic and democratic approaches linked to stronger communication and perceived effectiveness.
Elite sport development research connected women’s coaching success to system-level support rather than individual limitation:
“Our results suggest that: a) athletes view coaches with a
communal coaching style as more effective across competence
criteria, b) coach competence ratings are not significantly
influenced by coach gender or athlete gender, and c) upcoming
generations of athletes may regard women coaches more
favorably than their predecessors and expect a balanced gender
representation in sport coaching and in other leadership roles
within sport organizations….The findings from this study
are consistent with recent insights from the literature indicating
that stereotypical beliefs about effective coaching behaviors and
the capabilities of women coaches persist at the elite level…” (Kuntz & Moorfield, 2024)
This demonstrates that while athletes do not inherently rate women as less competent, broader stereotypes and structural systems still influence representation and opportunity at the elite level.
Research does confirm that bias remains a significant factor in the hiring of female coaches. In a study titled Gender Bias in the Perception of Women as Collegiate Men’s Basketball Coaches, by Walker, Bopp, and Sagas (2011), it was found that women were rated as significantly less suitable to coach men’s collegiate basketball teams compared to men, even when qualifications were equivalent (Walker, Bopp, & Sagas, 2011). The study also identified a gender-role congruity bias, where coaching men was implicitly associated with needing masculine traits, rather than coaching competence (Walker, Bopp, & Sagas, 2011).
Results indicated that perceived fit within the men’s basketball environment and leadership expectations, rather than technical ability, strongly influenced evaluations of women candidates (Walker, Bopp, & Sagas, 2011). Overall, hiring recommendations consistently favored male candidates for men’s teams despite matched credentials, reinforcing barriers to entry and advancement for women seeking these roles (Walker, Bopp, & Sagas, 2011).
Both of these studies demonstrate that athletes today care about how well you coach and what you know, not what you look like. But the individuals in charge of hiring are still in a different mindset of what a coach should look like, not necessarily be.
Here is where I have a few recommendations for sports leaders.
Solutions for Sports Leaders to Implement Today
One of the most effective solutions for increasing gender equity in sports leadership is networking opportunities. Networking provides access to job information, professional acceptance, and advancement opportunities. However, research consistently shows that athletic leadership remains shaped by “old boys’ networks,” which can exclude women from informal channels of career advancement and decision-making power (Bower & Hums, 2013). As Moore et al. summarize, many job opportunities remain heavily influenced by internal contacts rather than formal application processes, making access to networks a critical factor in the hiring process. Because of this, women often face the challenge of either navigating male-dominated networks alone or building separate professional support systems to gain equal access to opportunities.
A clear example of a program that is providing opportunities in building networks is the NCAA/NFL Coaching Academy and the NCAA Champions Forum. I was the first female coach selected for the NCAA Champions Forum for future head football coaches in Division 1 FBS football. Along with the NCAA/NFL Coaching academy, these programs not only aided in professional development, but their structure also allowed us as coaches to network and connect to build relationships through a shared experience. These relationships have permeated my career thus far and have helped me in securing interviews and speaking opportunities.
Another factor in the success of female coaches navigating the sports industry, and a natural consequence of networking, is strengthening formal mentorship systems for women in athletics. Research consistently shows that mentoring plays a central role in career advancement for women in sports because it provides credibility, visibility, and professional development that are often necessary for upward mobility (Bower & Hums, 2013). These functions are especially important in sports leadership pipelines where informal access and personal connections often influence hiring decisions more than formal qualifications.
This importance is reinforced by research showing both the prevalence and the gap in mentoring relationships in athletic leadership. As Moore et al. explain, mentoring is already a defining feature of leadership success for athletic directors, but access is uneven:
“It is also clear from these results that mentoring is an important component of an athletic director’s success, with 80% of current athletic directors indicating that they have had a mentor. However, 64% of the men reported that they have never mentored a female for an athletic director position… The results illustrate that successful leaders often have mentors and also serve as mentors for future leaders.” (Moore et al., 2005)
This gap shows that mentoring is not just beneficial but structurally uneven, with women less likely to be included in the same developmental pathways as men. If this is relevant for women in pursuing sports leadership roles, it is most certainly relevant for female coaches. As a result, sports organizations should not rely on informal mentorship alone but instead create intentional programs that connect women with senior leaders who can actively provide a reference and access to decision-making networks.
A strong example of a program already in place, albeit not a perfect one, is the Bill Walsh Fellowship Program. I have taken part in this program for four years, and there were some teams and staff who did a great job executing the spirit and meaning of this opportunity, and others who showed growth potential. The best environments were the ones in which I could contribute to the staff with specific assignments, such as game planning and on-field coaching. One team allowed me to present an offensive line technique for their entire coaching staff, and this presentation alone earned me the mentorship of two coaches who are still currently coaching in the NFL. Their mentorship has been invaluable in navigating common pitfalls, areas of growth, and the unknown of the football industry.
One critical barrier within these opportunities is access to funding. Every opportunity I was given in relation to the NCAA, I had to pay for out of my own pocket, while many of my male peers were supported financially by their institutions. This highlights a structural gap that extends beyond access to opportunity and into the ability to sustain participation. As a result, sports leaders must not only create mentorship and networking pathways but also provide financial support for women to access them fully.
These suggestions are already being advocated for by women in sport. In 2025, researchers at Boise State set out to "interview participants within the U.S. cross-country skiing program, Trail to Gold (T2G), to learn about its programming and implementation…to help advance women coaches in all elite sports.” Their findings echo suggestions to move the system away from the “old boys' network” and summarize that,
“The experiences of participants in the T2G initiative of U.S. cross- country skiing demonstrate the importance of a supportive environment, mentoring, robust networking, and effective sponsorship in advancing the representation of women in coaching roles….the implementation of structured mentorship programs, the development of targeted coaching education, the creation of equitable hiring practices, and the prioritization of policies that support life-work balance are essential steps to be taken…that empowers women to succeed in coaching roles and address the systemic barriers that prevent them from advancing.” (Angriman, Ransdell et al.,2025).
This study supports the mounting evidence that structural barriers, rather than ability, including limited access to hiring networks, mentorship, and leadership pipelines, are hindering women coaches.
Finally, sports organizations need to move away from performative diversity initiatives and focus instead on evaluation and hiring based on qualifications, performance, and leadership ability - not symbolism. While visibility and representation matter, an overemphasis on “firsts” or PR driven hiring narratives can unintentionally reinforce the idea that women are exceptions rather than fully integrated professionals. Hiring and promotion decisions in sports are often influenced by external pressures such as media attention, donor perception, and public relations value, which can shift focus away from coaching or administrative effectiveness. Meaningful progress requires systems that prioritize sustained performance as a coach, equitable evaluation standards, and long-term development rather than symbolic representation.
Conclusion:
I have what I call reality-bending optimism. My entire existence as a female football coach is reality-bending. I have done what no one else has done, male or female alike, in both my coaching abilities, awards, and career accomplishments with player and coaching development. I have faith and optimism that anyone can chase their dreams and make a difference. I have not been perfect along the way, but I remain resolved to honor the title of coach and respect the game of football, which I so love.
Sports can inspire society to be something better, and sports leaders should understand that responsibility and honor it through their actions and impact. The visionaries who shaped Title IX, athletic leaders such as Kit Saunders-Nordeen, and the female coaches and athletes who continue to change the game also share my reality-bending optimism. The world right now may not be accepting, there may not be a concrete example of what can be in place yet, nor will minds be changed and doors be opened. But having dreams, a drive to change the current status quo, and reality-bending optimism is what has brought us this far, and it will take women in sports farther.
“There is neither Jew nor Gentile, neither slave nor free, nor is there male and female, for you are all one in Christ Jesus.”
Galatians 3:28
References:
Angriman, A. A., Ransdell, L. B., Lucas, S., & LaVoi, N. (2025). Benefits, challenges, and
Strategies for increasing women coaches in elite sport: The Trail to Gold (T2G) initiative in U.S. cross-country skiing. International Journal of Physical Activity and Health, 4(2), Article 4.
Bower, G. G., & Hums, M. A. (2013). Career paths of women working in leadership positions
within intercollegiate athletic administration. Advancing Women in Leadership, 33, 1–14.
Jůva, V. (2021, June 18). Women in sports coaching. Faculty of Sports Studies, Masaryk
University.
Kuntz, J. C., & Moorfield, J. (2024). Exploring athletes’ gendered views of coaches and their
impact on coach competency ratings. Psychology of Sport and
Exercise.
Moore, S. L., Gilmour, S. L., & Kinsella, M. P. (2005, July). Women in athletic leadership.
Journal of Women in Educational Leadership, 3(3), 161–174
Walker, N. A., Bopp, T., & Sagas, M. (2011). Gender bias in the perception of women as
collegiate men’s basketball coaches. Journal for the Study of Sports and Athletes in Education, 5(2), 157–176.
Zarrett, N., Cooky, C., & Veliz, P. T. (2019). Coaching through a gender lens: Maximizing girls’
play and potential. Women’s Sports Foundation.
<https://www.womenssportsfoundation.org/wp-content/uploads/2019/04/coaching- through-a-gender-lens-report-web.pdf>.
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