Who’s Calling the Shots? The Push for Female Coaches in Indian Sports

“Coach!” Close your eyes and whisper that word. What image springs to mind?

For me, it’s a burly figure with a bushy mustache, commanding and distinctly male. My childhood is dotted with such figures, pacing the sidelines, their voices booming over the din of every game. Growing up in India, these were the only coaches I knew. If you probe your memories, I suspect you’d find similar figures, emblematic of a deep-seated stereotype.

This imagery isn’t just anecdotal. Data supports this gender disparity. According to a study by the Simply Sport Foundation, women constitute only an one-third of the coaching and sports science staff in India, and alarmingly, less than 1% are head coaches. It’s a statistic that makes you pause, questioning the very foundation of our sports culture. Why are the numbers so skewed? Why is coaching not seen as a woman’s field?

This is not India’s problem alone, this is seen the world over. Despite the increasing participation of women in sports, coaching remains a predominantly male field across the world. In the US for example, only about 40% of women’s college teams are coached by women, and the number is significantly lower in professional sports. Although Paris 2024 will break new ground, a real gender gap still exists today in the athletes’ entourage, where the number of women holding leadership roles such as that of Chef de Mission, Technical Official and coach remains remarkably low. In Tokyo 2020, only 13 per cent of coaches were women.

Levelling the Playing Field: Why Sports Need More Female Coaches

Research consistently suggests the need to increase this pool of women for more than one reason.

Female coaches often bring different leadership styles to the table, which can be particularly effective in certain team dynamics. Female athletes often report high levels of satisfaction with female coaches, attributing this to their more collaborative and empathetic leadership styles. Additionally, they can be a critical role model for young female athletes, demonstrating that women can and do succeed in sports leadership. According to the Women’s Sports Foundation, the presence of female coaches helps to combat stereotypes about gender roles and can encourage more young women to pursue careers in sports.

Interestingly,there’s evidence to suggest that teams led by female coaches can perform just as well, if not better, than those led by their male counterparts. A study found that female coaches in collegiate basketball were undervalued despite their teams often outperforming expectations based on athletes’ talent levels. Including women in coaching roles can lead to more comprehensive decision-making and innovative strategies. Research shows that diverse groups are better at problem-solving because they bring a variety of perspectives to the table.

Dominating the Field: Why Do Men Still Rule Sports Coaching?

Traditionally, sports have been male-dominated activities, both in participation and leadership. This historical gender bias has perpetuated a culture where coaching is often viewed as a masculine profession. Societal norms have reinforced the idea that men are more suited to roles involving authority and physical prowess. It is not a surprise, then, that the coaching profession often relies on networks that are predominantly male. A study discusses how male-dominated networks in sports create barriers for women, limit their access to mentorship and professional opportunities.

Additionally, there is a persistent gender bias in hiring practices within sports organizations. Even as more women participate in sports, they are not proportionately represented in coaching, especially at elite levels, suggesting a bias in hiring. Studies have shown that female coaches are often perceived as less competent than their male counterparts, regardless of their actual qualifications or successes.

The underrepresentation of female coaches at the top levels creates a vicious cycle where young women have fewer role models in coaching, which may deter them from pursuing coaching careers. The demands of coaching, which often require long hours, travel, and time away from family, can be particularly challenging for women who may also face societal expectations to prioritize family responsibilities. A study explores how these challenges affect women’s longevity and advancement in coaching careers. As the ecosystem is built by men for men, women often face structural barriers within sports organizations, such as a lack of support for maternity leave and childcare, which are not as prevalent in other professions. These barriers make it difficult for women to enter and remain in coaching.

Hurdles on the Track: What Stops Women from Becoming Coaches in India

In India, traditional gender roles often limit women’s participation in sports. Cultural expectations prioritize domestic responsibilities for women, which can restrict their ability to pursue careers in sports, including coaching. Many women in India have limited access to specialized sports education and coaching training; lack of access to education is a significant barrier for women aspiring to become coaches. Financial constraints are a significant hurdle. Coaching often requires initial investments in education, training, and travel, which can be prohibitive. The gender wage gap and lower economic status of women in India further complicate their ability to pursue coaching as a career.

There is a prevalent bias against women in leadership roles within the sports sector, which extends to coaching positions. Women are often perceived as less capable of handling the physical and strategic demands of coaching, especially in male-dominated sports. A report by the Ministry of Youth Affairs and Sports, Government of India, acknowledges these biases and calls for more inclusive policies.

The absence of support systems such as childcare facilities and family-friendly work policies in sports organizations makes it difficult for women, particularly those with families, to sustain a coaching career. Safety concerns significantly affect women’s mobility in India, impacting their ability to travel for training, matches, and coaching assignments, especially in the evenings or in remote areas. This limits their opportunities for career development and networking.

A sheer lack of visible female role models in coaching in India, which affects young women’s aspirations and societal perceptions about women’s capabilities as coaches. The visibility issue is highlighted in research from the Sports Authority of India, which discusses the need for more representation to inspire future generations. Thanks to less women in the field it leads to them often having fewer opportunities to network within the predominantly male sports industry, which is crucial for career advancement. Networking opportunities are often informal and occur in settings that may not be as accessible to women, further hindering their professional growth.

Game Plan for Change: How to Increase Female Coaches in Sports

Policy and Regulation Enhancement: Strengthening policies that advocate for gender equity in sports is crucial. The Indian government and sports federations should enact and enforce policies similar to those inspired by Title IX in the U.S., which mandates equal opportunities for both genders in all educational programs that receive federal funding, including sports. Research by Carpenter and Acosta highlights the positive impact of such policies in increasing the participation of women in sports roles.
Education and Awareness Programs: Implementing education programs that challenge traditional gender roles and promote sports coaching as a viable career option for women is essential. Campaigns could focus on changing public perceptions and increasing the acceptance of women in coaching roles. A study suggests that media campaigns and educational programs can effectively alter perceptions and increase the visibility of women in leadership roles in sports.
Mentorship and Networking Opportunities: Creating mentorship programs that connect aspiring female coaches with established ones can help overcome the professional isolation many women face. These programs can also offer networking opportunities that are often less accessible to women due to gender biases. According to research, mentorship is crucial for career advancement in sports coaching.
Development of Women-Only Coaching Courses: Offering coaching courses specifically for women can help in building a community and providing a supportive learning environment. This initiative can be inspired by models which emphasize the importance of tailored educational programs that address specific needs and challenges faced by women in sports.
Institutional Support for Work-Life Balance: Sports organizations should implement supportive measures such as flexible training schedules, maternity leave, and facilities for childcare. Researchhighlights the importance of organizational support in retaining women in coaching roles, especially those balancing family and career obligations.
Safety Measures: Ensuring the safety of female coaches at their workplaces and during travel is crucial. Implementing strict anti-harassment policies and ensuring compliance can help in creating a safer environment for women. Brackenridge’s work on sexual harassment in sports illustrates the need for robust policies and a zero-tolerance approach to harassment.
Promoting Success Stories: Showcasing and promoting success stories of female coaches in media and through sports federations can inspire other women and enhance the visibility of female coaching talent. Representation matters, and seeing women in coaching roles can motivate others to follow a similar path.
Government and Corporate Sponsorships: Encouraging government bodies and corporate entities to sponsor initiatives aimed at developing female coaches can provide the necessary financial backing to support these programs. Sponsorships can also lend credibility and attract more participants.

Case Study: Women’s Labor Force Participation in Japan

Context and Historical Overview Japan has historically exhibited an “M-shaped” pattern in women’s labor force participation, characterized by a peak in early career years followed by a decline during childbearing years and a subsequent rebound. This pattern has evolved significantly over recent decades. Previously, Japanese women’s participation rates lagged behind those of their U.S. counterparts by a substantial margin. For instance, in 2000, Japan’s prime-age female labor force participation rate was just 66.5%, which was well below the OECD average and about 10 percentage points lower than in the U.S. However, by 2016, this rate rose to 76.3%, surpassing the U.S. rate of 74.3%.

Factors Contributing to Change Several factors contributed to this increase:

Government Policies and Initiatives:
- Womenomics: Launched as part of Prime Minister Shinzo Abe’s economic reforms, Womenomics aimed to increase women’s participation in the workforce as a strategy to boost the economy. Key measures included improving access to childcare, encouraging corporations to promote women to senior roles, and setting ambitious targets for women in leadership positions.
- Childcare Expansion: The Japanese government invested heavily in expanding childcare facilities, which has been a significant barrier for women wanting to return to work. By increasing the availability of affordable childcare, more women have been able to join and remain in the workforce.
- Support for Work-Life Balance: Initiatives were also introduced to promote work-life balance, including urging companies to allow more flexible working hours, remote work options, and the promotion of paternal leave.
Economic Factors:
- Labor Shortage: Due to Japan’s aging population and declining birthrate, there has been a growing need to utilize all available workforce segments, including women. The labor shortage has pressured companies to tap into the underused female labor pool.
- Part-Time Work: There has been a rise in part-time employment opportunities, which, while not always ideal due to lower pay and fewer benefits, have nonetheless facilitated higher female participation rates. Many women, especially those with caregiving responsibilities, have opted for these roles.
Cultural Shifts:
- Changing Attitudes: Social attitudes towards women working have gradually shifted in Japan. The traditional view that women should stay at home is changing, especially among younger generations. This cultural shift has made it more socially acceptable for women to work even after marriage or childbirth.
Educational Attainment:
- Higher Education Levels: Women in Japan are more educated than ever before. As educational attainment has increased, so has the participation of women in the labor force, especially in professional and technical job sectors.

The above case study from Japan shows the potential of such comprehensive measures. Through initiatives like Womenomics, which improved childcare and promoted work-life balance, Japan saw a significant rise in women’s participation in the workforce. If similar strategies are applied in sports coaching in India, we could witness a transformative change in the landscape.

The underrepresentation of women in sports coaching is more than a gender issue; it is a wasted opportunity for sports development. Female coaches not only inspire but bring diverse perspectives that enrich the sport. It is high time we embrace this untapped potential and pave the way for a new era of inclusivity in Indian sports. Let’s not sideline talent based on gender; let’s champion it.

Author

Aditi Mutatkar, Program Head – Athlete and Women Initiatives at Simply Sports Foundation, delves into the stark gender disparity in sports coaching in India and worldwide. Through personal reflections and data-driven insights, the article explores why coaching remains a male-dominated field and highlights the unique leadership qualities female coaches bring to the table. It also discusses the systemic barriers women face in entering and thriving in coaching roles and proposes actionable strategies to increase female representation in sports leadership.

A Commonwealth Games Medalist & 5 x National Champion, Aditi is an alumna of the 5th edition of the ELMS High Performance Leadership Program ELMS HPLP.