As we celebrate the Fourth of July, a day that symbolizes freedom, independence, and the courage to forge a new path, I’m reminded that those ideals don’t stop at our history books. They still apply to the skies we fly in and the industry we work in.
In aviation, “freedom” has long meant the power to defy gravity, to innovate, and to connect the world. But for women, that freedom has often come with conditions. You could fly, but you had to prove you were twice as good. You could lead, but often with no roadmap and little support. The barriers might not be written into law, but they’ve been real, nonetheless.
I’ve been called a trailblazer—defined by Merriam-Webster as “one who makes a new track through wild country; a pioneer.” And in aviation, that has meant pushing through decades of cultural resistance to help make the cockpit, the boardroom, and the hangar more inclusive.
Women have played roles in aviation since the early 20th century. From Bessie Coleman to Amelia Earhart, history remembers the bold few who dared to fly when society told them they couldn’t.
But when women started entering commercial aviation in greater numbers during the 1980s, the welcome wasn’t exactly warm. Several were hired. Some got wings but not respect.
I’ve lived that history. I’ve walked into rooms as the only woman. I’ve seen brilliant, capable colleagues walk away not because they lacked talent, but because they lacked the support.
Yes, we’ve made progress. But freedom, real freedom, means creating an industry where women aren’t the exception. They’re expected. Valued. Elevated.
So, as we reflect this week on what freedom really means, let’s ask:
What would it look like if women in aviation had the freedom to rise without resistance?
And what will it take for us as leaders, airlines, and industry decision-makers to build that future?
11 Action Steps to Close the Gender Gap in Aviation and Retain Women Leaders
- Lead from the Top
Executive leadership must treat gender equity as a strategic business objective, not a side initiative. Public commitments, internal KPIs, and board-level accountability signal that inclusion is a business driver, not a box to check.
- Make Bias Training Mean Something
Unconscious bias training should be ongoing and directly tied to hiring, evaluation, and promotion processes. A one-off training isn’t enough to create real change.
- Clarify Career Paths
Women need to see how they can grow within the organization. Transparent promotion frameworks, mentoring, and sponsorship—especially in technical and operational roles—are critical.
- Offer Real Flexibility
Flexible scheduling, part-time roles, job sharing, and hybrid options make it possible for women—especially those with caregiving responsibilities—to stay and thrive.
- Provide Childcare Support
Offer on-site childcare, subsidies, or partnerships with local providers. This is one of the most tangible ways to retain women long-term.
- Prioritize Women’s Health
Comprehensive health benefits should include reproductive care, hormonal health, and mental wellness, especially important in high-stress aviation roles.
- Create Women’s Forums with Influence
Employee resource groups (ERGs), women’s councils, and leadership networks should do more than exist—they should have a voice in shaping policy and culture.
- Elevate Internal Storytelling
Highlight women across your organization in real, relatable ways. Representation matters, and internal storytelling normalizes diverse leadership.
- Build Talent Pipelines Early
Partner with schools, STEM programs, and aviation nonprofits to reach young women before they’re told aviation isn’t for them. Internships, scholarships, and shadowing programs matter.
- Analyze the Recruitment Funnel
Audit where female candidates fall out of the pipeline. Use inclusive language in job descriptions, eliminate coded terms, and ensure women see themselves reflected in your brand.
- Tie Results to Performance
Inclusion belongs in business reviews, not just HR. Tie diversity goals to leadership evaluations and compensation. What gets measured gets done.
Final Thoughts: Let’s Lead the Next Revolution
We’ve broken the sound barrier. We’ve landed on the moon.
Surely, we can build a workforce where every qualified woman in aviation can rise fully and freely.
I know it’s possible, because I did it. And I did it at a time when the doors were barely cracked open. There were no DEI task forces, no mentorship programs, no inclusion councils. And yet, women like me still found a way through.
So, while some may claim we don’t need diversity initiatives anymore, in some ways I agree. But let me be clear:
We didn’t need them to prove our worth. But the industry still needs them to prove it’s willing to change.
Because women aren’t going anywhere.
And the future of aviation will be stronger for it.
The ideals behind July 4th—freedom, progress, and courage aren’t abstract. They’re actionable. In this industry, they begin with decision-makers who are willing to lead with intention.
So, to every airline and aviation company asking what more they can do:
Don’t wait for change. Drive it.
Make inclusion a core competency. And if you do – right on! Integrate support systems into your organizational structure. And ensure the next generation of women in aviation don’t have to be trailblazers—because the trail has already been cleared.
Until next time, always blue skies,
Reyné
Captain | Author | Aviation Wellbeing Advocate
Reyné O’Shaughnessy is a retired FedEx captain, TEDx speaker, author, and founder of the nonprofit Aviation Health and Wellbeing Institute (AHWI). With over 35 years in the cockpit and a lifelong commitment to advancing safety and performance in aviation, she now champions the mental, physical, and emotional well-being of high-performing professionals. Through AHWI and her national retreats, she creates bold spaces for women in aviation and beyond to recalibrate, rise, and return to themselves.
