Women in Leadership: Progress and Persistent Barriers in the Workplace in India

Ms.Saloni Tyagi Shrivastava
Assistant Professor, Faculty of Law
Email id – saloni.tyagi@kalingauniversity.ac.in

Women’s leadership in India has seen notable progress in recent years, with women breaking into high-level positions in politics, business, and other sectors. However, despite this progress, significant barriers continue to inhibit women from fully realizing leadership potential across industries. This article examines the progress women in India have made in leadership roles, the cultural, structural, and organizational barriers they face, and strategies for creating a more inclusive environment for women in the workplace.
Progress in Women’s Leadership in India
Historical Milestones and Current Representation
India’s journey toward gender equity in leadership has been shaped by both historical milestones and recent gains. Since the country’s independence, legislative and policy reforms have gradually promoted women’s inclusion in public and private sectors. Laws such as the Equal Remuneration Act (1976) and Maternity Benefit (Amendment) Act (2017), which extended paid maternity leave, have contributed to the growing number of women in the workforce.
Women’s representation in Indian corporate leadership has increased, particularly over the last two decades. As of 2022, women made up approximately 20% of senior leadership roles in India—a higher percentage than in some developed countries like Japan, according to Grant Thornton’s International Business Report. In the corporate world, leaders like Naina Lal Kidwai (former HSBC India Head) and Kiran Mazumdar Shaw (Founder and Chairperson of Biocon) have inspired new generations of women to aim for top positions. In politics, India was one of the first nations to have a female prime minister, Indira Gandhi, and women like Smriti Irani and Nirmala Sitharaman continue to shape policy and governance.
However, while these achievements are significant, the overall representation of women in top roles remains low. Studies reveal that only 8.9% of board directors in Indian companies are women (Spencer Stuart, 2021), indicating a need for more equitable representation across all sectors.
Impact of Diversity and Inclusion Programs
Diversity and inclusion (D&I) initiatives have gained traction in recent years, aiming to address gender disparities in Indian workplaces. Many companies are increasingly investing in D&I training, promoting flexible work policies, and encouraging mentorship programs to facilitate women’s career growth. Infosys and Tata Consultancy Services (TCS) are among the companies that have implemented policies focused on gender equity and mentorship, which have yielded positive results in both company culture and employee satisfaction.

Reports by McKinsey & Company and Catalyst highlight that workplaces that support diversity and gender-inclusive policies see benefits beyond representation, including improved financial performance and innovation. In India, Women in Leadership (WILL), a mentorship initiative, provides a platform for aspiring women leaders to gain mentorship and network opportunities, enabling them to navigate professional challenges.
Persistent Barriers to Women’s Leadership in India
Despite progress, several barriers continue to restrict Indian women’s ascent to leadership roles. These obstacles stem from social expectations, structural inequalities, and organizational biases.
Cultural Expectations and Gender Stereotypes
One of the biggest obstacles for women leaders in India is cultural and societal expectations. Traditional gender roles, especially the expectation that women prioritize family over career, often impact career advancement. Women are frequently judged by their adherence to these roles, and those who pursue ambitious careers may face social disapproval. Additionally, women who exhibit assertive leadership qualities are often stereotyped as “overly aggressive” or “unsupportive,” while men displaying the same traits are typically perceived as strong leaders.
A study by Catalyst found that women in India face considerable bias in performance evaluations and promotion decisions, largely due to stereotypes that cast them as nurturing or supportive rather than authoritative. These gendered expectations force many women to navigate a “double bind,” where they are penalized for displaying both stereotypically masculine and feminine traits.
Work-Life Balance and Family Responsibilities
Balancing work and family remain one of the most pressing challenges for Indian women in leadership. India has among the world’s highest gender disparities in household responsibilities, with 90% of Indian women taking on primary caregiving roles (Pew Research, 2019). In professional environments, this often means that women face higher demands outside of work, which can lead to lower opportunities for networking, professional development, and career progression.
The concept of “family-first” responsibilities, further reinforced by the COVID-19 pandemic, has disproportionately impacted women’s ability to work consistently and has even forced some out of the workforce altogether. In response, some organizations have introduced flexible working hours and work-from-home options to help alleviate the pressure, but the onus remains primarily on women to navigate these dual responsibilities.
The Glass Ceiling and Pay Gap

In India, women continue to face the metaphorical “glass ceiling,” with fewer opportunities to rise to executive and C-suite positions. According to Grant Thornton’s Women in Business Report, Indian women hold only 8% of CEO positions in major corporations. The lack of visible female leaders at the top perpetuates a cycle of underrepresentation, which can discourage young women from aspiring to high-level roles.
Furthermore, the gender pay gap in leadership roles remains a major issue. On average, Indian women earn 19% less than their male counterparts for similar work (Monster Salary Index, 2022). In leadership, this gap often widens, with men receiving higher incentives and bonuses. This disparity not only affects women’s financial security but also reinforces the perception that leadership roles are predominantly male domains.
Lack of Mentorship and Networking Opportunities
Professional mentorship and networking are essential for career advancement, yet women in India often have limited access to these resources. In many industries, men dominate leadership positions, creating networks that are challenging for women to enter. A LeanIn India survey showed that only 35% of women felt they had access to senior-level mentors. Without these relationships, women have fewer opportunities to gain insights into leadership pathways or receive support for career growth.
Addressing Barriers and Creating Opportunities for Women
Policy Changes and Inclusive Work Cultures
To address these barriers, companies need to create policies that foster an inclusive work environment. Policies like paid family leave, anti-discrimination protocols, and gender-neutral recruitment practices can provide women with more equitable opportunities to advance. In India, progressive companies like TCS and Infosys have adopted gender-sensitive policies, and some state governments have introduced programs to help women balance professional and family responsibilities.
A workplace culture that actively supports women’s leadership can also be a game-changer. Inclusive environments, where biases are acknowledged and addressed, encourage women to pursue leadership roles without fear of prejudice or discrimination. Additionally, anti-harassment training and gender-sensitivity workshops can help break down biases within organizations.
Promoting Male Allies and Gender Partnerships
Male allies are critical in promoting gender equity. Allies can support women by advocating for their inclusion in high-stakes projects, offering mentorship, and challenging gender biases in organizational practices. Programs like HeForShe, initiated by the United Nations, emphasize the role of men in achieving gender equality by encouraging them to actively support women’s advancement.
Empowering Women Through Education and Mentorship

Education is essential in empowering young women to pursue leadership roles. Initiatives like the National Skill Development Corporation (NSDC) and Beti Bachao, Beti Padhao have provided opportunities for young girls and women to gain skills and pursue professional careers. Expanding these initiatives, especially in rural areas, can increase the pipeline of women entering the workforce with leadership aspirations.
Furthermore, mentorship programs like WILL and Catalyst India provide women with guidance, support, and networking opportunities that are crucial for leadership growth. Expanding mentorship opportunities and encouraging women to seek out these resources can facilitate their journey to senior roles.
Conclusion
While India has made meaningful strides in promoting women in leadership, persistent barriers continue to inhibit their full participation at the top levels of power. Cultural expectations, work-life balance challenges, the glass ceiling, and limited networking opportunities present ongoing challenges for women in leadership. Addressing these barriers requires a collective effort from corporations, government bodies, and individuals alike to create inclusive workspaces and supportive policies that promote gender equity.
With more supportive structures in place, India can pave the way for a future where women leaders are not only more common but also fully empowered to make transformative contributions across industries. Achieving gender equity in leadership will strengthen not only workplaces but also the broader society by unlocking the full potential of India’s diverse and talented workforce.
References
Catalyst. (2022). Women in Leadership: Barriers and Breakthroughs in India. Retrieved from Catalyst.org
Grant Thornton. (2022). Women in Business: Data Insights. Grant Thornton International.
LeanIn India. (2021). Breaking the Glass Ceiling: Women’s Leadership Report. LeanIn.org India Chapter.
McKinsey & Company. (2019). Diversity Wins: Why Inclusion Matters. McKinsey Global Institute.
Pew Research Center. (2019). Caregiving and Work Balance in India. Pew Research Center.
Spencer Stuart. (2021). Board Diversity in India. Spencer Stuart Annual Report.