Article: 6 practical ways to advancing women in leadership roles

Leadership

By Gabriela Paz Y MiñoJun, 25 2025 @12:55pm IST

Despite incremental progress, the global leadership landscape remains far from gender parity. Women continue to be underrepresented at the highest levels of decision-making.

Altrata’s Global Gender Diversity 2024 report reveals that women hold 32% of board positions and only 22% of C-suite roles across leading companies in 20 major economies.

The picture becomes even starker at the top: just 12.2% of executive-director roles and a mere 6.5% of CEO positions are occupied by women.

The World Economic Forum’s Global Gender Gap report 2024–2025 paints a similar picture. Women represent 46% of global entry-level roles, yet only 25% of C-suite positions—a significant –21.5 percentage point gap.

Progress has been slow: since 2015, the share of women in top management roles has increased by just 2.4 percentage points, reaching 28.1% in 2024..There is, however, a compelling economic case for change.

According to PwC’s 2025 Women in Work Report, greater female participation in the workforce has added USD 4.5 billion annually to the average OECD economy since 2011. The gains are expected to continue well into 2030.

Yet the glass ceiling persists. A 2024 McKinsey study shows women account for only 29% of C-suite roles worldwide.

And within the Fortune 500, just 11% of CEOs are women - up from 10% last year. And, only one woman from the Middle East region made to this list of top 100 female CEOs: Hana Al Rostamani, Group CEO of First Abu Dhabi Bank (UAE), ranked 76th.

The following six tips offer practical, strategic approaches to help HR and business leaders break down systemic barriers and unlock the full potential of women in leadership.

#1 Challenge and reduce gender bias

Bias—whether overt or unconscious—remains one of the most stubborn obstacles to women's advancement. McKinsey’s research highlights that assertiveness, often seen as leadership material in men, is still perceived negatively in women.

Organisations need to move beyond awareness and actively counter these biases by embedding inclusive practices into daily operations:

Bias training can help teams recognise and correct skewed assumptions during hiring, promotions, and evaluations.
Transparent policies such as equal pay reviews, clear promotion frameworks, and gender-balanced hiring targets ensure accountability.
Emotional intelligence should be fostered as a core leadership trait, enabling leaders to communicate with empathy and manage diverse teams effectively.

Goldman Sachs has demonstrated this with initiatives aimed at increasing female leadership through targeted recruitment and mentoring.

#2 Enable Access to Mentors and Role Models

Mentorship is an accelerator for women’s leadership development. Whether through formal programmes or organic relationships, mentors can provide crucial guidance, unlock opportunities, and help build self-belief.

Career navigation: Mentors can help women interpret unspoken rules of leadership progression.
Confidence: Regular feedback and encouragement from a trusted advisor can empower women to step forward.
Networks: Mentors open doors to influential circles and stakeholders.

High-profile leaders like Sheryl Sandberg and Ursula Burns have credited mentorship with shaping their journeys, underlining its power to cultivate future leaders. Sandberg, former COO of Meta and founder of LeanIn.Org, has consistently championed mentorship as a catalyst for women's advancement, drawing on her own experience at Google and Meta to illustrate how guidance, sponsorship, and support networks drive leadership readiness.

Similarly, Ursula Burns—who made history as the first Black woman to lead a Fortune 500 company during her tenure as CEO of Xerox—has long emphasised the role of mentors in navigating corporate complexity and breaking systemic barriers.

#3 Invest in women’s leadership journey

Leadership capability doesn’t develop by accident—it must be nurtured. Beyond formal education, women benefit from targeted development programmes that focus on building strategic thinking, resilience, and influence.

Institutions like IMD have designed bespoke experiences for female leaders at all stages of their careers. These programmes offer coaching, peer learning, and direct engagement with role models.

Leadership development tailored for women also offers a safe space to explore real-world challenges, practice key skills, and build a lasting network of allies.

#4 Support Work-Life Balance and Wellbeing

Work-life balance remains a significant challenge for many women, particularly those with caregiving responsibilities. Without flexible structures, female leaders may be forced to choose between career advancement and personal commitments.

Progressive organisations are addressing this by offering:

Flexible working arrangements that don’t penalise career progression.
Parental leave policies that support both parents and promote shared caregiving.
Wellbeing initiatives, including burnout prevention and mental health resources.

Unilever, for instance, has set a benchmark with its family-friendly practices, helping retain and advance top female talent while fostering an inclusive culture. The company offers flexible working arrangements, generous parental leave for all genders, and on-site childcare in several locations—initiatives that not only support work-life balance but also signal a deep commitment to gender equity.

Unilever’s Global Diversity Board, chaired by the CEO, oversees progress on inclusion goals, ensuring accountability at the highest level. These strategies have contributed to Unilever consistently ranking among top employers for women globally, demonstrating how supportive policies can translate into tangible leadership outcomes.

#5 Build diverse leadership teams

McKinsey’s research shows companies in the top quartile for gender diversity on executive teams are 25% more likely to outperform on profitability.

Programmes like the 30% Club have highlighted the power of setting clear targets. By pushing for 30% female representation on boards, they’ve helped shift mindsets and corporate practices around the world.

Diverse leadership fosters better decision-making, enhanced innovation, and deeper understanding of a broader customer base.

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#6 Strengthen networks and visibility for women

Networking is essential for career progression. Women who build professional relationships outside their immediate teams are more likely to access strategic projects and promotions.

LinkedIn and other platforms have become powerful spaces for female leaders to share achievements, voice perspectives, and connect with mentors and advocates. Encouraging women to engage with these communities helps expand their influence and unlock new opportunities.

When women are in leadership roles, they bring a breadth of perspective that drives smarter, more inclusive decision-making. This doesn’t just benefit the bottom line, but also enriches organisational culture.

Raising the bar for the next generation

Even as awareness grows, women remain underrepresented in leadership, particularly in STEM sectors. Globally, women hold just 34% of senior management roles—a figure that drops significantly at the VP and C-suite levels.

Here’s how businesses can act decisively to breaking barriers for women in leadership roles:

Set measurable goals for female representation in leadership, and track them with the same rigour as financial KPIs.
Redesign recruitment and promotion processes to eliminate gender bias and focus on potential.
Sponsor, not just mentor: senior leaders must actively champion high-potential women.
Create early access to stretch roles, strategic projects, and senior visibility.
Normalise flexibility without sidelining women from leadership tracks.
Build inclusive cultures where leadership is about authenticity, collaboration, and integrity—not conformity.

And finally, share success stories. When women see others like them succeeding, it redefines what’s possible, and sends a powerful message: leadership is not defined by gender, but by vision, capability, and courage.