The debate on female leadership in the business sector has evolved from an aspiration to a tangible reality in the Canary Islands, with women holding management positions and board memberships. However, this progress is hindered by ingrained inertia, less visible but equally effective barriers, and a central contradiction: female talent is abundant and qualified, but it does not always reach decision-making levels.
The forum “Female Leadership in Business: Experience, Challenges, and Future,” organized by Editorial Prensa Ibérica with the sponsorship of CEOE-Tenerife, gathered five female executives with diverse careers. The meeting offered a nuanced view of the current situation, acknowledging significant advances but also pointing out persistent obstacles, double standards, cultural biases, and training gaps that still limit access to and retention in positions of power.
“"We are talking about talent, which has no gender; it's not about who you are, but what you contribute."
Elena Vela, Secretary General of CEOE-Tenerife, emphasized that the true indicator of change lies in the effective distribution of power, not in rhetoric. She stressed that the problem does not end when a woman reaches a position of responsibility, but in whether she can fully exercise it, participate in strategic decisions, and do so without different scrutiny than her male colleagues. She warned that the push for equality should not be a mere cosmetic resource.
“"Women are demanded more from and forgiven less."
Beatriz Barrera, the first female president of the Real Casino de Tenerife in 185 years, highlighted that, although changes are perceptible, the “battle is not won.” She argued that leadership should be measured by competence and transformative capacity, not by gender, and that female talent not only adds value but transforms. However, she lamented the disproportionate demands and smaller margin for error faced by women in the professional sphere.
Businesswoman Cybell Kiessling, a member of the Loro Parque board of directors, offered a different perspective, noting that in her environment, equality is a consolidated practice, with 60% of management positions held by women. Nevertheless, she revealed having fought more against the stereotype of being a “granddaughter of” than against being a woman, highlighting how other forms of prejudice can influence access to responsibilities.
“"The majority in our sector are women, and in Hospiten Rambla, the entire management team is female."
From the healthcare sector, Diana Cobiella, counselor of the Hospiten Group, highlighted the majority presence of women in her field, exemplified by the all-female management team at Hospiten Rambla. She stressed that the challenge is not just access, but the consolidation and retention of female talent in a competitive environment. Dácil Barreto, CEO of Dos Santos, added that current leadership requires flexibility and dialogue, with 45% of women in production and 56% in management in her company, but warned about the gap in technical training, where female presence is scarce.
The forum concluded that female leadership no longer needs theoretical justification, but rather real conditions of equality, less biased professional environments, and a business culture that values merit beyond traditional molds. The debate is not about whether women can lead, but whether the system is willing to fully leverage existing female talent.
