For decades, women across the world have fought to take their rightful place in boardrooms, governments and institutions of influence. While much progress has been made, the reality is that the path to leadership for women remains uneven, exhausting and often isolating. The term ‘glass ceiling’ is an metaphor for the invisible barriers preventing women from reaching top leadership positions, which is still painfully relevant even in 2025. It represents the social and psychological constraints that shape how women are perceived and how they see themselves in positions of power. Though cracks have appeared in this ceiling, it has not yet shattered. The realities of women in leadership today tell a story of both triumph and struggle, a testament to resilience, but also a reminder of how far society still has to go and the hope that as we grow, we will find a society that holds room for us.
Persistent gender gap in leadership
In nearly every sector, from corporate spaces to politics, women remain underrepresented at the top. The reasons behind this imbalance are complex. Gender stereotypes continue to shape perceptions of leadership, equating authority with traditionally masculine traits such as assertiveness and decisiveness, while undervaluing empathy, collaboration and emotional intelligence, which are qualities more often associated with women. When women exhibit confidence and authority, they are often labelled as ‘aggressive’ or ‘unlikeable’. When they show vulnerability or compassion, they risk being seen as ‘too soft’ to lead. This double standard creates a lose-lose scenario: Women must constantly walk a tightrope between competence and likability, strength and softness. The result is emotional labour that men in similar roles rarely have to perform.
Cultural and structural barriers
The glass ceiling is reinforced not just by attitudes, but by systemic and cultural barriers. Workplace policies often fail to accommodate the realities of women’s lives, particularly those who bear the double burden of career and caregiving responsibilities. Even in progressive companies, maternity leave, flexible work arrangements and childcare support remain a luxury. Decisions about promotions, opportunities and leadership placements are frequently made in spaces where women are underrepresented or excluded. These networks perpetuate a cycle in which men mentor and promote other men, maintaining male-dominated leadership hierarchies.
Invisible labour of women leaders
Even when women do break through to leadership positions, the challenges don’t end there. Many female leaders experience ‘the glass cliff’ phenomenon like being promoted into leadership roles during times of crisis or instability, when the risk of failure is highest. When success seems uncertain, organisations often turn to women to ‘clean up the mess’, but if things go wrong, those same women are quickly blamed and replaced. Beyond this, women in leadership frequently carry the burden of invisible labour: Mentoring younger employees, leading diversity and inclusion initiatives, or mediating workplace conflicts. While these responsibilities are essential for organisational culture, they are rarely recognised or rewarded at the same level as revenue-driven leadership roles. This additional emotional and relational work reflects a deeper expectation that women must not only perform but also nurture; a demand that reinforces gendered notions of care and service even at the highest levels of leadership.
Progress and possibility
The growing emphasis on diversity, equity and inclusion in organistions has also helped expose unconscious biases and push for more equitable practices. Younger generations of professionals are increasingly vocal about gender equity, demanding transparency and accountability from their employers. The ‘2000s’ are changing the game. However, true change requires more than symbolic gestures or token appointments. It demands structural reform policies that support parental leave for both genders, mentorship programmes for women, pay equity and the dismantling of corporate cultures that reward overwork at the expense of well-being.
Redefining leadership
One of the most transformative steps towards breaking the glass ceiling lies in redefining what leadership itself means. For too long, leadership has been modelled on masculine ideals of control, competition and dominance. Yet, modern leadership, especially in the post-pandemic world, increasingly values empathy, collaboration, adaptability and emotional intelligence. Women are uniquely positioned to lead in this new era, not because they are inherently better leaders, but because their experiences navigating systemic bias have equipped them with resilience, empathy and strategic vision. The future of leadership should not force women to adopt masculine traits to succeed, but instead recognise and value a broader spectrum of leadership styles. As society reimagines what power looks like, the goal should not be to have women simply occupy existing structures of authority, but to transform those structures themselves to make leadership more inclusive, humane and balanced.
Conclusion
Breaking the glass ceiling is not merely about putting more women in leadership roles; it is about breaking the invisible systems that made the ceiling necessary in the first place. The progress women have made is undeniable, but equality cannot be achieved by perseverance alone. The realities of women in leadership today remind us that progress is both a triumph and a task still unfinished. The ceiling may be cracking, but until every woman can rise without fear of being pushed back down, the work continues not for symbolic equality, but for lasting, structural change.
In nearly every sector, from corporate spaces to politics, women remain underrepresented at the top. (Pic: Salesforce)