India’s women professionals seek leadership, but structural barriers still persist, says Renuka Singaram, Vice President – Supply Chain, Flipkart
The conversation on women in leadership has entered a critical new phase in corporate India. Today, women are entering the workforce with unprecedented clarity and ambition. A 2026 KPMG AIMA study shows that 79 per cent of women professionals want to move into leadership roles. Yet only about 1 per cent currently hold a board seat. This “missing middle” is not merely a pipeline issue; it is a signal that there is significant potential for organizations to evolve to match the talent they are meant to harbor. It represents a call for us to build more seamless pathways that allow this high-potential talent to transition into the highest levels of decision-making.
Women leaders bring diverse perspectives and experiences that strengthen decision-making, resilience, and organisational performance, reaffirming the long-term value of gender-balanced leadership to growth and competitive advantage. Research shows gender diversity, especially in senior leadership and board roles, correlates with stronger business performance and higher profitability, demonstrating a clear business case for women leaders.
The International Women’s Day 2026 theme, Give to Gain, puts it simply. When organisations share access, visibility and support more openly, they do not just support individual careers; they fundamentally strengthen the organizational fabric.
How the Definition of Leadership is Evolving
The nature of leadership itself is evolving. Businesses are operating in a context shaped by technology, regulation, climate risk and rapid change in consumer expectations.
The modern leader must be an orchestrator ‒ one who can navigate ambiguity through deep listening, cross-functional agility, and a balance of aggressive growth with long-term responsibility. These strengths, often championed by women leaders, are the core competencies required for a digital-first world. By integrating diverse perspectives into the core of the business, organizations gain a cognitive diversity that acts as a hedge against risk and a catalyst for innovation.
From Mentorship to Sponsorship: Moving the Needle
Many organisations have created programmes focused on women, such as leadership workshops, mentoring circles and networking forums. Organisations, however, must move beyond policies to embed inclusive practices and build leadership pipelines, reflecting current discourse on systemic inclusion. These efforts can signal intent and can build confidence. However, they are most effective when they sit within a broader pathway that women can see and trust. A real pathway starts with fair access to high-impact roles. Critical projects and cross-functional mandates are often the experiences that prepare people for senior positions.
Another key aspect for the growth of women in leadership is sponsorship. Mentors provide guidance, but sponsors go further. They put women’s names forward for visible assignments, open doors to important meetings and stand behind them in stretch roles. For many women, one or two strong sponsors have a greater impact than a formal programme. Support at key transition points is also critical. Maternity, childcare, elder care, health issues or relocation can interrupt a career. Flexible work options, return to work support and nonlinear career paths enable women to step back for a period without losing momentum forever.
Designing Roles That People Can Sustain
We also need to re-examine how senior roles are designed, in a bid to spur women in leadership. A future-ready workplace focuses on impact over hours, enabling flexibility for all and reinforcing trust, accountability, and long-term commitment. Inclusive gender policies and networks can create equitable pathways that strengthen long-term talent strategies, supporting retention and future leadership readiness. It supports well-being, reduces burnout and helps organisations retain experienced talent through every life stage. These shifts don’t just support women; they modernize the work culture for the entire workforce, allowing leaders to focus on strategic outcomes over traditional optics.
Making Women Leadership A Business Priority
Advancing women into leadership is core to business success. It shapes how companies understand customers, manage risk and plan ahead. The way forward is one of deliberate partnership: setting clear goals, investing in future-ready skills, and fostering a culture of visible allyship at every level. When the path ahead is visible and the support is tangible, ambition naturally converts into organisational excellence. By strengthening these pathways today, we ensure that as women lead, the entire business ecosystem moves forward.
