Closing the gap? What SIGA’s 2026 survey reveals about women in sports leadership

The latest survey from the Sport Integrity Global Alliance (SIGA) offers a more encouraging, but still complex, picture of gender representation in international sport governance than earlier indications suggested.

Covering all 30 federations within the Association of Summer Olympic International Federations, the 2026 report shows that women now occupy 32.02% of executive positions. This marks a significant rise from 18.3% in 2018, underlining a sustained upward trajectory in female representation over the past eight years, even if the pace of change remains gradual.

A meaningful shift and symbolic milestone in gender equity in sports

One of the most significant takeaways is that 21 of the 30 federations have now reached or surpassed the widely cited 30% threshold for gender representation, often considered the minimum level at which minority voices begin to meaningfully influence decision-making.

Even more symbolically, World Athletics has become the first international federation to achieve full gender parity (50/50) at the executive level. This is not just a statistical milestone but a proof point that structural balance at the top of sport is achievable.

A growing group of federations, including those governing equestrian, table tennis, rowing, and rugby, are now approaching parity, with representation levels between 40% and 50%. This suggests that, at least at executive board level, cultural and institutional barriers are beginning to shift.

Crucially, the data suggests that this progress is not occurring by chance. Federations that have adopted formal diversity policies, inclusion strategies and measurable targets consistently report higher levels of female representation, reinforcing the idea that intentional governance reform is a decisive factor in driving change.

The glass ceiling remains in place

However, the data also exposes a persistent and all-too familiar problem. While more women are entering governance structures, relatively few are reaching the very top.

The number of female presidents across international federations has actually declined from four to three since 2024. Likewise, only a small proportion of organizations are led by women at CEO or Secretary-General level.

This points to a structural bottleneck. Progress is happening “horizontally” across boards and committees, but not “vertically” into the most powerful decision-making roles. In other words, representation is improving, but power remains unevenly distributed.

From incremental gains to structural reform

What makes this year’s findings particularly significant is the shift in tone. Earlier narratives around gender equity in sport governance often focused on gradual improvement. This report suggests that incremental change may no longer be sufficient.

Instead, SIGA is signalling the need for systemic reform, from governance standards and accountability mechanisms to leadership pipelines and mentorship structures.

Initiatives such as SIGAWomen are also playing a critical role, not only in developing future leaders, but in maintaining momentum through mentorship programs, global advocacy and, importantly, ongoing monitoring and public reporting that create accountability across the sector.

A “dual reality” for international sport

Ultimately, the survey presents what could be described as a dual reality. On one hand, there is measurable, tangible progress - a steady rise in female representation, a majority of federations meeting key benchmarks, and alandmark case of full gender parity.

But on the other, deep-rooted inequalities persist. Leadership remains disproportionately male at the highest level. Progress is uneven across organizations, and gains seem to be quite fragile as opposed to fully institutionalized.

This tension is critical. It suggests that while sport governance is moving in the right direction, it has not yet reached a tipping point where gender equality is self-sustaining.

What comes next?

Without stronger and more deliberate intervention, progress risks slowing or stalling altogether, leaving true parity in sport governance potentially decades away. SIGA’s recommendations focus on embedding structural change, including formal governance standards, measurable targets and greater transparency.

As Emanuel Macedo de Medeiros, co-founder and global CEO of SIGA, notes, the challenge now is not just to continue progress, but to ensure it is accelerated and translated into lasting, systemic change.

Representation in international sports is improving, but true equity will only be achieved when leadership reflects that progress at every level...especially at the top.

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