Women Rising in Tourism: ITB Berlin Debate Pushes for Bold Leadership Change, New Update is here

The question of how more women can reach leadership positions in the tourism sector took centre stage at ITB Berlin 2026, where industry professionals, researchers and executives gathered to discuss the persistent barriers facing female leaders. During a panel discussion titled “Courage, Power & Women in Action: Female Leadership in Tourism,” experts explored both practical and academic perspectives on gender equality in management.

Despite progress across many industries, leadership roles in tourism – particularly within large corporations – continue to be dominated by men. The panel examined why this imbalance persists and what concrete steps companies can take to ensure women have equal opportunities to lead.

Speakers emphasised that improving gender balance is not merely a matter of fairness. Evidence increasingly shows that diverse leadership teams make stronger strategic decisions and achieve better business results.

Personal Experience of Leadership Challenges

Katrin Rieger, Director of Travel Sales at HanseMerkur Reiseversicherung, shared insights from nearly two decades of leadership experience in the tourism industry. Throughout her career, she has frequently encountered stereotypes that shape expectations of how leaders should behave.

One comment she repeatedly heard was that she was “too nice” to succeed as a manager. For Rieger, this observation reflects a common misconception about leadership style. Many organisations still associate effective leadership with dominant, assertive behaviour traditionally attributed to male executives.

Rieger believes this perception needs to change. Leadership, she argued, can be equally effective when it relies on collaboration, empathy and strategic thinking rather than overt dominance.

Her approach emphasises working constructively with colleagues, including male counterparts, while guiding teams through influence rather than authority.

Understanding the “Dominance Dilemma”

The panel also explored the underlying psychological and sociological factors that shape leadership expectations. Lisa-Marie Küchler, who conducted academic research on gender equality in tourism management at Stralsund University of Applied Sciences, introduced the concept of Role Congruity Theory.

According to this theory, deeply rooted cultural stereotypes create a conflict between traditional ideas of femininity and societal expectations of leadership behaviour. Traits commonly associated with women, such as empathy, cooperation and sensitivity, are sometimes perceived as incompatible with leadership roles that are expected to involve authority and decisiveness.

This contradiction creates what Küchler described as a “dominance dilemma.” Women who display strong leadership traits may be criticised for being too aggressive, while those who adopt collaborative leadership styles may be perceived as lacking authority.

Küchler suggested that overcoming this dilemma requires redefining leadership itself. Rather than forcing women to conform to outdated models of leadership, organisations should recognise and value diverse leadership styles.

Confronting Bias in the Workplace

Entrepreneur and tourism strategist Maren Merken highlighted another challenge frequently encountered by women in leadership positions: the perception that assertive women are difficult or demanding.

Merken, founder of the communications agency merkenschoenberg and a representative of Tourismus Turn, explained that women who confidently express opinions or challenge ideas can sometimes face negative character judgments.

Such reactions, she said, reveal how gender expectations continue to shape workplace dynamics. Male leaders exhibiting similar behaviour may be praised for their confidence, while women displaying the same traits may be labelled as confrontational.

Over time, Merken learned to distance herself from the need for constant external validation. She believes leaders must be comfortable acknowledging uncertainty and encouraging open discussion within teams.

Creating space for vulnerability, she argued, can actually strengthen leadership by promoting trust and innovation.

Advice for the Next Generation

A significant portion of the panel discussion focused on practical advice for young women entering the tourism industry. Speakers emphasised that building confidence and visibility early in a career can significantly improve long-term opportunities.

Merken encouraged young professionals to actively promote their achievements and develop a strong professional identity. In many cases, she said, competence develops through experience rather than formal preparation alone.

Learning by doing remains one of the most effective ways to grow into leadership roles.

Katrin Rieger offered similar guidance, stressing the importance of networking. Establishing professional connections within the industry can open doors to mentorship, career opportunities and collaborative projects.

Rieger also pointed out that women sometimes hesitate to pursue opportunities because they overanalyse potential risks or feel they must meet every qualification before applying for leadership roles.

Confidence, she suggested, is essential. Waiting for perfect preparation can delay career advancement unnecessarily.

Corporate Responsibility in Advancing Equality

While individual initiative is important, the panel agreed that companies also bear responsibility for creating environments where women can succeed.

Lisa-Marie Küchler argued that recruitment processes should focus on gender-neutral criteria rather than traditional assumptions about leadership traits. Organisations should ensure that job descriptions and evaluation frameworks emphasise skills and competencies rather than personality stereotypes.

Flexible work arrangements also play a crucial role in promoting gender equality. Many women still face disproportionate responsibilities related to family care, which can affect career progression.

By offering adaptable working structures, companies can support employees in balancing professional ambitions with personal commitments.

Economic Benefits of Diverse Leadership

Beyond social fairness, gender diversity also delivers measurable economic advantages. Research across multiple industries indicates that organisations with diverse leadership teams often outperform those with more homogeneous management structures.

Different perspectives can enhance problem-solving, stimulate creativity and improve decision-making processes.

In the tourism sector, diversity is particularly valuable because the industry serves a global customer base with diverse cultural backgrounds and expectations.

By ensuring leadership teams reflect this diversity, companies can better understand their markets and develop more inclusive products and services.

Building a Culture of Inclusive Leadership

The discussion at ITB Berlin underscored the importance of cultural change within organisations. Achieving gender balance in leadership positions requires more than isolated initiatives; it demands a long-term commitment to inclusive values.

Companies must actively challenge stereotypes and ensure that leadership potential is recognised regardless of gender.

Mentorship programmes, leadership development initiatives and transparent promotion processes can help identify and support talented individuals across the workforce.

At the same time, male leaders and colleagues play a critical role in advancing gender equality. Collaboration between men and women in leadership discussions can help dismantle outdated assumptions and promote more balanced organisational cultures.

A Transforming Tourism Industry

As the tourism industry continues to evolve, its leadership structures must evolve as well. The challenges facing the sector – from sustainability and digital transformation to changing traveller expectations – require innovative thinking and diverse perspectives.

Panels such as the one at ITB Berlin highlight how industry conversations are shifting toward more inclusive leadership models.

Encouraging women to pursue leadership roles not only strengthens gender equality but also enhances the resilience and adaptability of the tourism sector as a whole.

For many participants, the message was clear: the future of tourism leadership will be shaped by those willing to challenge traditional assumptions and embrace new ways of leading.

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