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<p>The World Economic Forum ranked India 129th out of 146 countries in the Global Gender Gap Index in 2024. Gender parity in leadership roles in Indian corporates is an ambitious goal being reflected in lower female representation as managers, CEOs and on board of directors, pay differentials, and persistent glass ceilings. Women are often less preferred for decision-making roles or deemed unsuitable for leadership for various reasons. Even when some women manage to reach top management positions by overcoming these barriers, they frequently experience alienation in the process. This study draws on in-depth interviews with 69 respondents, including 49 women and 20 men in supervisory and senior roles across Indian corporates. Participants were selected through a purposive, network-based (snowball) sampling strategy, to gain deeper insight into their experiences, and the perceptions of peers’ and subordinates’ regarding their leadership positions and career advancement. The findings suggest that women leaders face enormous challenges due to entrenched biases against women’s leadership abilities and professional conduct, shaped by interplay of social, familial, and organisational processes. To perform effectively, many women leaders adopt coping strategies that often alienate them from their work colleagues and themselves.</p>

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Leadership experiences of alienation and career advancement among women in Indian corporates

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年5月3日

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  • Tulika Tripathi,
  • Litty D

摘要

The World Economic Forum ranked India 129th out of 146 countries in the Global Gender Gap Index in 2024. Gender parity in leadership roles in Indian corporates is an ambitious goal being reflected in lower female representation as managers, CEOs and on board of directors, pay differentials, and persistent glass ceilings. Women are often less preferred for decision-making roles or deemed unsuitable for leadership for various reasons. Even when some women manage to reach top management positions by overcoming these barriers, they frequently experience alienation in the process. This study draws on in-depth interviews with 69 respondents, including 49 women and 20 men in supervisory and senior roles across Indian corporates. Participants were selected through a purposive, network-based (snowball) sampling strategy, to gain deeper insight into their experiences, and the perceptions of peers’ and subordinates’ regarding their leadership positions and career advancement. The findings suggest that women leaders face enormous challenges due to entrenched biases against women’s leadership abilities and professional conduct, shaped by interplay of social, familial, and organisational processes. To perform effectively, many women leaders adopt coping strategies that often alienate them from their work colleagues and themselves.