NEW DELHI: For years, corporate India has emphasised diversity and equal opportunity in the workplace. Yet the path to leadership still looks very different for men and women. A recent study shows that only about 20% of women reach senior leadership positions within the same organisation, compared with 49% of men, highlighting a persistent gap in internal career progression.
The findings come from a study on gender and leadership in India Inc, which examined career trajectories across organisations. Interestingly, the research suggests that the difference is not due to lower ambition among women. Both men and women express similar career goals, valuing growth opportunities, meaningful work and strong leadership culture.
EQUAL AMBITION, DIFFERENT OUTCOMES
Despite having comparable aspirations, the career paths of men and women begin to diverge as they progress through their careers. By the time professionals reach their late careers—around age 50—nearly half of men have advanced to senior roles within the same company, while only one in five women achieve the same.
This disparity points to structural barriers rather than differences in motivation or capability. Experts say workplace systems often create conditions that favour men’s advancement over women’s, particularly during mid-career stages when leadership pipelines begin to narrow.
FEWER WOMEN IN CORE BUSINESS ROLES
One key factor is the type of roles men and women occupy. Women leaders are more frequently found in support or enabling functions such as human resources, communications or administrative roles. Men, on the other hand, are more likely to work in revenue-generating or core operational roles, which traditionally serve as stepping stones to top leadership positions.
Since many organisations prioritise experience in profit-and-loss or business-critical roles when selecting senior leaders, women working in support functions often face a disadvantage when promotion opportunities arise.
The mid-career drop-off is another challenge. It appears during the mid-career phase, where many women leave the workforce or change organisations due to personal responsibilities, rigid work structures or limited advancement opportunities. Studies show that this stage creates a “broken rung” in the leadership ladder, where women’s representation begins to decline sharply.
Once this drop-off occurs, fewer women remain in the pool of candidates eligible for senior leadership positions later in their careers.
WORKPLACE CULTURE AND STRUCTURAL BARRIERS
Experts also point to broader workplace factors that slow women’s career progression. These include unconscious bias in promotion decisions, limited access to influential networks and mentoring opportunities, and workplace cultures that may not fully support flexible work arrangements.
In some cases, traditional expectations around caregiving responsibilities also affect women’s ability to pursue demanding leadership roles or long-term assignments that can accelerate career growth.
WHY CLOSING THE GAP MATTERS
Addressing the leadership gap is not only about fairness but also about business performance. Research increasingly shows that organisations with diverse leadership teams tend to perform better, make more balanced decisions and foster more inclusive work environments.
To close the gap, experts recommend creating clearer promotion pathways, ensuring equal access to high-impact roles, and providing mentorship programmes that help women build leadership experience early in their careers.
THE BIGGER PICTURE
While women continue to enter the workforce in large numbers, their representation declines steadily at each leadership level. The statistic that only 20% of women reach senior roles within the same organisation compared with 49% of men illustrates how the leadership pipeline still leaks talent along the way.
Closing this gap will require not just hiring more women, but rethinking workplace structures that shape who gets the opportunity to lead.