Every time an individual questions their potential as a leader, an organization misses the opportunity to unlock new ideas, fresh strategies, and bold innovations. This internal hesitation is a challenge that many face, but it is particularly common among women in India. According to the LinkedIn Opportunity Index Report (2021), while a significant number of women aspire to leadership roles, many feel that gender bias and a lack of confidence hinder their progress. However, this hesitation is not a personal flaw—it is often the result of deep-seated cultural conditioning. For generations, women have been taught to downplay their strengths, prioritize harmony over ambition, and avoid drawing attention to themselves.
Why should this be the case? Why do qualified and talented women, despite their capabilities, face unique challenges as they climb the corporate ladder? More importantly, what can we—as organizations, teams, and individuals—do to create workplaces where high-potential talent, including women, is nurtured, celebrated, and empowered to lead?
Understanding the Leadership Journey in India
The challenges faced by women as they rise through the ranks are often rooted in long-standing cultural and structural biases. Research by the Avtar Group’s India’s Most Inclusive Companies Index (2023) reveals that for every 10 men promoted to management positions, only 7 women achieve the same milestone. This disparity isn’t simply a result of women “opting out” of leadership; it is often due to unconscious biases that question women’s ability to balance professional and personal responsibilities.
Under confidence among women leaders is not an inherent problem—it is a reflection of broader cultural issues. Historically, decision-making spaces have been dominated by men, and many organizations have unintentionally created environments where women feel they need to over-prepare and over-perform just to be seen as equally capable. The issue is not a lack of ambition among women; it’s that systemic biases have hindered them from fully embracing their potential as leaders. Men, too, must share the responsibility in addressing these biases and fostering inclusive workplaces.
Breaking Barriers: Creating Opportunities for Women Leaders
India Inc has made significant strides in addressing these challenges, and there are many success stories worth celebrating. Leading sectors such as IT, pharmaceuticals, and banking have proactively worked to identify and develop female talent. These industries now offer cross-functional opportunities that expose high-potential women to critical projects, allowing them to contribute to strategic decision-making and gain experience in leadership roles. For example, a prominent Indian bank introduced a “talent rotation” program where women managers from risk and compliance were given the opportunity to work on projects related to product innovation and customer experience. Such initiatives help women step into new areas of leadership and demonstrate their capabilities in ways they may not have anticipated.
An equally important factor in fostering female leadership is mentorship and sponsorship. Women who have ascended to leadership positions—whether in finance, healthcare, or manufacturing—are uniquely positioned to lift others as they rise. Many organizations are now encouraging senior women leaders to sponsor emerging female talent, advocating for their ideas, recommending them for high-visibility assignments, and providing valuable guidance on navigating workplace challenges. These efforts create a ripple effect, helping to build a strong pipeline of women leaders who see their growth as both attainable and supported.
The Role of Teams in Supporting Women Leaders
Fostering leadership, however, is not the responsibility of senior managers or mentors alone. Every colleague, peer, and teammate plays a crucial role in supporting the leadership journey of others. Encouraging a woman to voice her ideas in a meeting, inviting her to collaborate on complex projects, or simply acknowledging her contributions can have a profound impact on her confidence and career progression.
In many Indian workplaces, women often hesitate to speak up in group settings, fearing their ideas will be dismissed or judged more harshly than those of their male counterparts. A simple gesture, such as a colleague saying, “That’s an excellent idea—why don’t you present it to the team?” or suggesting, “Let’s include her in this project; she has valuable insights,” can significantly shift workplace culture. These small acts of support don’t just benefit the individual—they contribute to creating an environment where all employees feel seen, heard, and valued.
Leadership development, of course, is not solely reliant on bosses or mentors. Friends, peers, and even bystanders in the workplace all play a role in fostering environments that empower women and others to lead. True inclusion is a collective effort, and everyone has a part to play.
The Way Forward for India Inc.
The journey to nurturing women leaders in India is not about fixing women—it’s about fixing the systems and attitudes that have perpetuated inequality. This requires shifting organizational mindsets from token diversity initiatives to meaningful, actionable change. Imagine a workplace where every individual knows their ideas matter, their leadership potential is recognized, and their contributions are valued. A workplace where promotions are not hindered by unconscious bias, and all employees, regardless of gender, are encouraged to take on leadership roles without fear of being judged for their ambition.
While India Inc has made significant progress, the path forward demands sustained and deliberate effort. Companies must adopt policies that actively promote gender diversity, such as paid mentorship programs, leadership shadowing, and flexible work arrangements. Flexible policies, particularly in a country where caregiving responsibilities often fall on women, have proven instrumental in retaining talented employees.
