Barriers to Gender Equity in Managerial Roles: A Study of Indian Organizations

Author(s)	Shashwatee N. Sinha, Harleen Kaur, Aru Purohit, Shaily Singh Parihar, Khushi Gupta
Country	India
Abstract	Gender equity in managerial roles remains elusive in Indian organizations, with women comprising only 14-17% of senior leadership positions despite strong entry-level representation. This paper examines structural, cultural, and systemic barriers including the glass ceiling, gender biases in promotions, work-life imbalances, and limited mentorship networks, drawing from recent empirical studies across sectors. Findings reveal a "broken rung" at mid-management, 20-30% pay gaps, and persistent discrimination, hindering organizational diversity and performance. Recommendations emphasize policy reforms, inclusive leadership pipelines, and targeted interventions aligned with India's Companies Act 2013 mandates. Hybrid strategies blending regulatory compliance with cultural shifts offer pathways to equitable advancement.
Keywords	Gender equity, managerial roles, senior leadership, women representation, Indian organizations, glass ceiling, broken rung, Structural barriers, cultural barriers, systemic barriers, gender biases, promotions bias, work-life imbalance, limited mentorship, networks exclusion, unconscious bias, gender stereotypes, career stagnation, sponsorship gap
Published In	Volume 7, Issue 6, November-December 2025
Published On	2025-12-06
DOI	https://doi.org/10.36948/ijfmr.2025.v07i06.62710

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