The article was first published in The Economic Times Edge Insights.com on March 08 2026. Please click here to read the article.
When the late US Supreme Court Justice Ruth Bader Ginsburg said, “Women belong in all places where decisions are being made. It shouldn't be that women are the exception,” she made a strong case for the importance of women in leadership roles. For over a decade organisations across industries in India and around the world have made consistent efforts to increase the representation of women in senior leadership roles. The subject, however, continues to be a matter of deliberation, mainly because despite making good progress the pace and depth of it remains inconsistent. Diversity, Equity, and Inclusion (DEI) have long been upheld as core organisational values, but their role has evolved–from being aspirational ideals to becoming critical drivers of better decision‑making and enhanced organisational performance.
The concept of ‘Women in leadership’ in the Indian corporate landscape is still in its growth phase. The second edition of the Women Leadership in Corporate India Survey 2026 by KPMG in India and AIMA, shows that despite 79 per cent of women professionals aspiring to hold leadership roles, only 1 per cent currently occupy a board-level position. Shifting focus from representation to leadership experience, progression and systemic effectiveness, the survey carries a core message: women’s leadership ambition in corporate India is strong and sustained, but progress is impeded due to structural design, inconsistent execution and uneven accountability. Consequently, organisations need to shift from intent-driven initiatives to system-led, outcome-oriented action.
That the representation of women in senior management roles in India Inc. has improved gradually can be seen in the findings of the survey - which shows 71 per cent of organisations reporting an increase in women leaders over the past five years and women now holding 20 per cent of leadership roles in mid-market companies, up from 13 per cent in 2016.
Despite the surge, the number of women in companies’ leadership pipeline remain uneven. A key reason being - significantly fewer number of them tend to proceed from entry and mid-career positions into higher level ones. In 2024, over half of surveyed organisations had only 10–30 per cent of their leadership positions occupied by women, and 9 per cent had none. By 2026, this low-representation group shrank to 46 per cent of organisations, with 10 per cent still having no women at all in leadership. A proactive approach is needed to identify high-potential women, particularly at the mid-career stage, provide stretch assignments and ensure continuity in progression.
For leadership development among women employees, organisations need to offer them structured mentorship, senior-leader advocacy and cross-functional opportunities. While the structure for this approach exists, but the messaging around it still needs strengthening is evident in the fact that this year, 55 per cent of organisations report having a well-defined leadership evaluation process, quite similar to last year’s 56 per cent. Yet 45 per cent of respondents either do not see such a process or remain unsure, highlighting a visibility gap that mirrors 2024.
A well-rounded leadership development process also needs to be transparent and free of any bias and follow the fundamentals of fair evaluation. At a time when 24 per cent feel that biases continue to influence outcomes in appointing leaders, organisations must clearly define leadership criteria, standardise assessment mechanisms, and communicate outcomes consistently. Furthermore, regular audits of promotion, pay parity and role allocation are essential to build trust credibility and fostering confidence among women professionals aspiring to leadership roles.
Leadership opportunities often remain tied to long hours, constant availability, and rigid role design - factors that disproportionately limit women’s access. Against this backdrop, reforming leadership roles and work models with flexibility to enable sustained participation and shared accountability will broaden access without diluting performance expectations. This will help organisations create an environment, wherein women employees experience equitable opportunity, recognition, and support.
