<p>Despite increasing global awareness and advocacy for gender equality, women remain underrepresented in leadership positions, particularly within the Information Technology (IT) sector. The goal has always been to create equal opportunities for women, ensuring they can rise to leadership positions and effectively practice transformational leadership. This study analyzes the structural, cultural, and psychological barriers that perpetuate this Queen Bee syndrome and impede women’s leadership progression—a phenomenon that can hinder women's career progression—and examines how addressing it can lead to more inclusive and effective leadership. By reviewing past research, including scholarly articles, books, magazines, theses, and empirical studies accessed through databases like Scopus and Google Scholar, this paper provides insights into the barriers that female leaders face. The findings of this study can help managers to take meaningful action to minimize the impact of Queen Bee Syndrome. The study offers strategic recommendations for organizations, including mentorship programs, inclusive policy reforms, and leadership training that foster empathy and psychological safety. It calls for a shift from hierarchical leadership models toward transformational, inclusive practices that enable women not only to ascend to leadership roles but to mentor and empower others. Ultimately, addressing Queen Bee Syndrome is essential for building equitable, innovative, and resilient organizations in the digital era.</p>