Jaslyin Qiyu 3/1/25 Jaslyin Qiyu 3/1/25

The Broken Rung: Persistent Leadership Barriers for Women in 2025

Despite decades of awareness campaigns and corporate initiatives, the most significant barrier to gender parity in leadership remains stubbornly fixed at the first promotional step. This "broken rung" phenomenon creates a fundamental pipeline problem that ripples through every subsequent leadership tier.

The Quantifiable Gap

The data tells a compelling story: for every 100 men promoted to manager, only 81 women receive the same opportunity. This disparity isn't merely symbolic—it creates a mathematical impossibility for achieving gender balance at higher levels. With women making up just 48% of employees entering the corporate workforce, and their representation plummeting to 37% at the senior manager level and 29% in the C-suite, the progressive narrowing of the pipeline is undeniable.

Looking ahead, current projections suggest global representation of women in managerial positions will crawl from 24% in 2023 to a mere 28% by 2050. At today's pace, white women face a 22-year wait for leadership parity, while women of color must anticipate more than double that timeframe.

Persistent Barriers to Advancement

Unconscious Bias: The Invisible Ceiling

Unconscious bias remains the most insidious obstacle to women's advancement. These automatic, unintentional preferences manifest when managers consistently underestimate women's leadership potential despite equivalent or superior performance. The bias stems from entrenched stereotypical associations of leadership qualities with traditionally masculine traits, creating a perception gap that's difficult to bridge without systematic intervention.

Structural Impediments

Beyond cognitive biases, women face concrete structural barriers:

Unequal access to career-accelerating opportunities: Women receive fewer challenging assignments that build leadership credentials
Limited sponsorship: Male leaders tend to sponsor those who remind them of themselves, creating a self-reinforcing homogeneity
Work-life balance challenges: The disproportionate burden of caregiving responsibilities creates career continuity issues
Inequitable HR practices: From performance evaluations to promotion criteria, seemingly neutral processes often contain embedded gender biases

The Regional Context

The leadership gap shows significant regional variations, highlighting how cultural and policy factors influence outcomes:

Australia/New Zealand leads with 38.2% female managers
Europe/North America and Latin America/Caribbean achieve roughly 36-37%
Northern Africa, Western Asia, and Central/Southern Asia lag at approximately 14%

These disparities underscore how policy environments and cultural expectations shape women's professional advancement trajectories.

What's Changed Since 2005?

The past two decades have delivered measurable but insufficient progress:

Increased awareness: The leadership gender gap has become widely acknowledged as a business problem rather than a women's issue
Policy interventions: More organizations have implemented formal mentorship programs, flexible work arrangements, and targeted development initiatives
Board-level progress: Board representation has improved significantly, with some regions implementing quotas
Cultural shifts: Workplace norms have evolved to reduce overt sexism and harassment

However, these advances have largely benefited women already positioned near the top rather than addressing the fundamental first-rung barrier. The improvement at senior levels obscures the persistent challenge of getting women into that critical first management role.

Understanding Unconscious Bias

Unconscious bias represents our automatic, unintentional preferences shaped by cultural conditioning and personal experiences. In leadership contexts, it manifests through:

Association bias: Connecting leadership with traditionally masculine traits
Confirmation bias: Selectively noticing behaviors that reinforce existing beliefs
Attribution bias: Crediting success to different factors for men versus women

What makes unconscious bias particularly challenging is that it operates below our awareness threshold and exists even among people who genuinely support equality. The manager who sincerely believes in women's leadership potential may still unconsciously favor male candidates for stretch assignments or promotions.

Tapping on AI to Address Bias

Artificial intelligence offers promising approaches to systematically reduce unconscious bias, if done right:

Language analysis tools that flag gendered descriptions in job postings and performance reviews
Blind resume screening systems that standardize evaluation criteria
Meeting analytics that quantify speaking time and interruption patterns
Decision support tools that introduce objective decision-making frameworks

The most effective AI applications combine technological capabilities with human oversight—using algorithms to identify patterns humans might miss while maintaining appropriate ethical boundaries and contextual understanding that pure automation cannot provide.

Current DEI Initiatives: Mixed Results

Corporate diversity, equity, and inclusion measures show complicated effects on women's leadership aspirations:

Effective approaches:

Formal sponsorship programs with accountability metrics
Transparent promotion criteria and standardized evaluation processes
Flexibility policies normalized for all employees

Counterproductive approaches:

Box-checking exercises disconnected from business strategy
Programs that inadvertently reinforce stereotypes under the guise of support
Initiatives that create perceived favoritism narratives

The organizations making genuine progress integrate DEI principles into core business operations rather than treating them as separate "programs" disconnected from strategic priorities. I.e., DEI is not an employee program, it should be business-as-usual.

Women as Their Own Worst Critics?

The narrative that women undermine other women requires careful examination. Research generally contradicts the popular "queen bee" syndrome myth, showing that women typically support other women's advancement. The perception of women undermining each other often stems from visibility bias—negative interactions stand out because they contradict expectations.

A more accurate framing is that organizational cultures often pit women against each other through zero-sum structures, limited advancement opportunities, and evaluation systems that reward traditionally masculine behaviors. When only one woman can "make it," competitive dynamics naturally emerge.

True Inclusion: Beyond Demographic Metrics

Genuine inclusion extends far beyond statistical representation. It requires:

Psychological safety where diverse perspectives are actively solicited and valued
Decision-making processes that incorporate multiple viewpoints
Recognition systems that reward varied leadership styles
Cultural norms that celebrate difference rather than mere tolerance

Organizations achieving this comprehensive inclusion consistently outperform peers in innovation, customer satisfaction, and financial performance—making the business case for inclusion increasingly compelling.

The Path Forward: Practical Solutions

Breaking the first-rung barrier requires targeted interventions:

Revise promotion criteria to reduce subjective elements
Implement structured sponsorship programs with accountability measures
Normalize flexibility for all employees regardless of gender
Apply consistent evaluation standards across similar roles
Create advancement paths that accommodate varied career trajectories

These measures address both structural and cultural dimensions necessary for sustainable change. The organizations leading this transformation recognize that fixing the broken rung isn't just about fairness—it's about maximizing available talent to drive competitive advantage.

In a business landscape where talent scarcity represents a significant constraint on growth, organizations can no longer afford to underutilize half their potential leadership pool. The time for incremental approaches has passed; repairing the broken rung requires bold, systemic change.

Mad About Marketing Consulting

Advisor for C-Suites to work with you and your teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.

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Jaslyin Qiyu 4/29/24 Jaslyin Qiyu 4/29/24

Be the Good Leader You Never Had

Not everyone is born into leadership at a young age; most would have made it after years of working. I had the honour of being invited to a few networking sessions last week, including one that talks about women empowerment and leadership in the workplace. This topic is always close to my heart as I have worked with numerous leaders and people managers in the course of my career since 2000.

I like to differentiate between leaders and managers as there is a clear distinction between both per what I wrote in my earlier post around leading versus managing. Most people I have observed, including peers I have worked with, are more managers by appointment rather than true people leaders as they either lack empathy or are purely self centered in their outlook.

The worst would be people who have been so affected and influenced by bad people managers that they failed to learn the right lessons and instead become one of them. It might have been an unconscious choice or shaping of the behaviour simply because they just have not been exposed to a positive management style.

This article is specifically targeted at this group of folks, especially if they have been told the ugly truth in the employee surveys/performance reviews or they have a sneaking suspicion that their admiration by their reporting lines are as real as the smiles they get whenever they tell their subordinates bluntly to “do as they are told; because I said so”.

If you even have trouble remembering the name of your reporting lines and you are managing less than 20 people who are all located in the same country/office as you; you’re likely to be one of the so-called “bad managers”.

If you enjoy layering your reporting lines as much as you enjoy layering your club sandwich and not make an effort to talk to your one-downs’ reporting lines at least once a quarter or check in on how they are doing even if it’s through your direct managers; you are also likely to be one of the so-called “bad managers”.

Regardless of what your personal experience have been with previous managers, as long as you now have a chance to be a people manager, remember how you felt back then when you had that bad manager.

Ask yourself:

What was so bad about that person’s management style?
What did you wish he/she would have done differently?
How would it have made you act/think/behave if he/she had a different management style?
Are you spending more time just managing upwards instead of downwards?

In a nutshell, be the kind of people manager and leader that you never had but wish you did. Be the kind of leader that you would want for your kids/siblings/partners/friends and not the kind of leader you wish on your worst enemy.

As leaders, you are responsible for shaping and nurturing the next generation of leaders. Cause and effect; what goes around, comes around and karma can be a bitch sometimes. Karma aside, it is a wonderful opportunity and privilege that not everyone can have, so why not make something good out of it.

About the Author

Mad About Marketing Consulting

Ally and Advisor for CMOs, Heads of Marketing and C-Suites to work with you and your marketing teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.

Jaslyin Qiyu 1/24/24 Jaslyin Qiyu 1/24/24

Leading Others, Managing Self

I believe that leadership is something that is attributed by others and not something that you bestowed upon yourself. Management on the other hand is given as a result of your title and official responsibility but leadership is earned and not given.

Having spent the last two decades both being managed under various types of leaders and managing others, I can safely say I have a pretty clear idea of the type of leadership that works for me. Alongside that, I also have a good idea of the type of leader I aspire to be.

I have met several outstanding managers who are inspiring leaders that command respect no matter where they go and what they do.

On deeper reflection, I have narrowed down to the following admirable traits that serve as a personal guide to me:

Knowing what you want and how to get it

Good leaders are decisive, confident in their decisions and not easily influenced and swayed without good and sound reasoning. They don’t let their emotions get the better of them, especially in times of extreme stress and pressure. Eagle-eyed in their target and end goal, they know the path to victory and though the course might change along the way, the end goal is crystal clear once their minds are made up.

Instead, they inspire others and ignite excitement in them to follow their vision and work jointly in their own ways to achieve success.

Good decisions are not always popular

If they are in only to be popular, they will never be a convincing leader that does the right thing. Leadership is not meant to be a popularity contest. The best leaders often make the most difficult and unpopular decisions if these are deemed to be for the greater good in the long run.

They are not afraid to face up to the judgment of the people especially those who don’t see the benefit of it from the onset. They know they cannot please everyone and their purpose is not to please everyone but to do what is right.

Empowerment, trust and impartiality

Everyone has a place and a role to fulfil within the organization in accordance to their expertise and talent. Good leaders know and appreciate that. They know they are not supposed to know everything and be able to do everything themselves. Instead, they empower and trust the people working with them to do exactly that and giving advice where needed along the way.

Importantly, they don’t let the politics get in the way of empowering and disempowering people to take on certain responsibilities for the common goal they set out to achieve. Micromanagement and favouritism have no place in good leadership.

Admitting to your own fallacies

We are not meant to be saints and good leaders know that. They don’t let their egos get in the way of admitting to their mistakes when certain wrong decisions have been made. Instead, they bite the bullet like everyone else, are not afraid to apologize and own up to it instead of throwing their employees under the bus.

Good leaders know as well that when mistakes are made, there is no time for finger pointing. They don’t get lost in their mistakes and wallow in them for too long. Instead, they quickly pivot to the right course of action, taking recommendations as well where needed from the people they have empowered.

Having your life together

It’s not about having the perfect life, if there is such a thing but keeping how you manage it in check. Everyone has their own issues to sort through but what’s more important is how you deal with your personal versus professional life.

Good leaders are not emotional rollercoasters and by that it doesn’t mean to be a cold and heartless person. Instead, it is to be able to compartmentalize and segregate the issues and whatever emotions you’re facing at the home front and the work front.

An easy way to do a sound check on yourself is when you observe people walking on tip toes around you and do ‘weather checks’ before they speak to you.

Being connected and seeing the bigger picture

Interpersonal connection doesn’t come naturally to most people. This has to do with the level of connectivity you have with the team on the ground and understanding their challenges and issues faced.

It’s only then that you can see the bigger picture of how it works and how your team can put their skills and talent to good use collectively. It involves looking beyond their background, what they have done on the surface and actually understanding them as a person, how they work and mentoring them to be better.

Good leaders should not find themselves so far removed from the ground that they no longer see the complete picture but a blurry mirage that will soon be out of their grasp of reality.

Personally good leaders and managers should not be mutually exclusive but the former is a lot harder to achieve. There is no golden rulebook or educational pathway to being a good leader.

Some people do have certain personality traits that put them in a more favourable position then others but all in all, it comes as part of our experience on the field and willingness to learn, adapt and improve.

About the Author

Mad About Marketing Consulting

Ally for CMOs, Heads of Marketing and C-Suites to work with you and your marketing teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.

Jaslyin Qiyu 5/28/19 Jaslyin Qiyu 5/28/19

The Dying Empathetic Leadership

Empathy is something not every senior management or leader has unfortunately and it’s very telling in their behind-the-scenes speech and actions.

In all my years of working, I have come across very few truly empathetic leaders who are genuine in their treatment of their employees and customers.

Some I wish I can work with them longer when I choose to move on for other reasons as I know they would have taught me a lot more than I know now in terms of thinking, doing and communicating with empathy.

Empathy is something not every senior management or leader has unfortunately and it’s very telling in their behind-the-scenes speech and actions.

It’s undervalued simply because leaders don’t really get rated on their ability to connect with their employees and treat them with empathy.

I have witnessed many failures in terms of leaders in 1) not communicating emphatically to their people, 2) not showing true empathy in trying to understand the challenges faced by their workforce and 3) not listening with empathy when their employees provide feedback through forums.

It ends up being lip service or more trying to appear to do what is expected of them to look good and not because they genuinely care.

Classic examples are when there are organizational layoffs or restructuring.

The onset of how decisions are made have nothing to do with empathy but rather the bottom line of cost, profitability and returns.

That is why things never really change for the better in the longer term for most organizations and their leaders that make decisions without empathy.

Over the years, I have been privy to how such decisions are made, sometimes callously and without even sound logic. Rather, it’s more a stop-gap and band-aid approach where true impact on the people are not even considered in the decision making process.

What is worse though is the way such changes are communicated or not communicated to the workforce.

They talk about stock prices, shareholders equity and customers but forget their employees, the backbone of the company carrying that mission on their shoulders and believing in the promises made during the town halls, leadership emails and pep talks.

Poorly worded communications, which is as clear as mud and clueless management sitting around trying to find the right things to say or lend some insights to their team doesn’t help either.

Good, solid, reliable and empathetic corporate communications is a dying art in this sense.

For any self respecting CEO, my advice is to at least make sure you have a solid and empathetic communications advisor if you, yourself are not empathetic by nature.

Empathy might not bring you immediate revenue but it will have longer term benefits to the organization as you will make decisions that actually solve problems for both your customers and employees for the longer term.

Less attrition, less churn and more sustainable growth.

About the Author

Mad About Marketing Consulting

The Broken Rung: Persistent Leadership Barriers for Women in 2025

Be the Good Leader You Never Had

Leading Others, Managing Self

The Dying Empathetic Leadership

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