Before you read any further, take a moment to imagine a CEO. Now imagine a CFO or just any other C-suite level leader. Was any of them a woman? 

If your answer is no, there’s data that tells you why that’s the case. 

HiBob’s 2026 Women in the Workplace study found that only 14% of women received a promotion last year. That’s down from 25%, while the number of men that were promoted nearly doubled.  

The conversation around empowering women leaders often circles back to representation. We’ve collectively accepted that representation matters but have stopped short of asking the harder question: does our current approach actually build women into leaders, or does it just give them a seat at the table?

Representation is rising but is it enough? 

Hiring more women is not the same as building women leaders.

Most organisations have made real progress at the entry level. Campus cohorts are more balanced than ever and diversity dashboards reflect intent. But somewhere between joining and getting to the corner office, women often begin to disappear into a system dominated by men. The drop-off accelerates long before the conversation for a C-suite role begins. 

McKinsey and LeanIn.org call this the ‘broken rung’. For every 100 men promoted from entry-level to manager, only 87 women are on the same trajectory. That first rung compounds across an entire career and explains far more of the senior-leadership gap than the glass ceiling itself.

Then there’s the sponsorship problem. As Herminia Ibarra wrote in her now-classic Harvard Business Review study, Why Men Still Get More Promotions Than Women: Women are over-mentored and under-sponsored.

Women receive plenty of advice on how to navigate the system. They receive far less active advocacy in rooms where roles are assigned and successors are named. Mentors talk to you. Sponsors talk about you.

Add subtler frictions like bias in performance reviews, the ‘she’s not quite ready’ feedback, and the assumption that motherhood signals a career slowdown are some invisible challenges. 

An impactful women’s leadership training programme that takes into account these realities can be useful in empowering women leaders. 

Look at women’s leadership as a business multiplier

McKinsey’s Diversity Wins report tracked more than 1,000 companies across 15 countries and found that those in the top quartile for gender diversity on executive teams were 25% more likely to outperform on profitability. 

This is why empowering women leaders strengthens gender equity and enterprise performance simultaneously. It naturally leads to better decisions, stronger stakeholder alignment, higher innovation scores, and a culture that retains talent in a market where retention is harder than hiring.

Viewed this way, empowering women leaders through leadership training can hit three birds with a stone. Your organisation invests in capability development, succession planning, and organisational resilience building at once. 

4 ways women’s leadership training drives measurable business impact 

  1. Stronger leadership bench 

Structured women’s leadership training creates future-ready leaders. Most senior women in corporates have risen despite functioning in a system that was never designed for them in the first place. A well-designed programme navigates the broken system so reaching and thriving on top doesn’t depend on luck or grit alone.

  1. Improved decision-making

Diverse leadership sharpens strategic judgement. BCG’s research on innovation found that companies with above-average diversity at the management level generated 45% of their revenue from new products and services — versus 26% for less-diverse peers.

  1. Cultural transformation from the top

Empowering women leaders improves psychological safety and engagement across teams. A widely cited Harvard Business Review analysis by Zenger and Folkman found that women were rated higher than men on 17 of 19 leadership competencies including resilience, developing others, and driving for results.

  1. Market and customer alignment

Women leaders better represent the consumer base your business is actually selling to and the workforce you’re actually trying to retain. In sectors like BFSI, retail, healthcare and digital, where a considerable number of women are executors and decision-makers, your leadership composition is a commercial signal.

Ignoring women’s leadership training is risky

If the women you’ve recruited can’t see a credible path to the top, they will also leave like any other employee. If your succession bench is shallow on one side, your business continuity sits on one leg. If your leadership cohort doesn’t look like your market, your strategic instincts could have a negative impact on consumer behaviour. 

And if your competitors are building real leadership equity while you are running symbolic campaigns, the gap widens sooner than you realise. 

From intention to institutional strategy

Real change doesn’t come from a single programme. It comes from how leadership decisions are made, measured, and held to account.

A useful starting point is to audit your own pipeline honestly. 

  • Where do women drop out — at which level, in which functions, and why?
  • Who is being sponsored into stretch roles, and who is being mentored without ever being recommended? 
  • How are leadership behaviours defined and assessed? 
  • Are promotion decisions consistent with the values you publish externally?

Once you have the answers, invest in structured development that is tied to business outcomes. Align leadership KPIs to diversity outcomes like pipeline health, sponsorship activity, promotion equity. Engage senior leaders as named, accountable sponsors, not occasional patrons.

The strategic move

Women’s leadership is an underutilised strategic lever.

If your organisation is ready to move beyond symbolic diversity and build measurable leadership capability, it’s time to rethink how you approach women’s leadership.

At TransforMe, we’ve partnered with leading organisations to design women’s leadership development programmes that produce clear, measurable outcomes. Our flagship women’s leadership programme, Evolve, is built for organisations focused on gender diversity and strengthening their leadership pipeline. 

In a recent cohort, 78% of participants said they were able to tackle gender bias at work after the programme, and 43% reported a meaningful lift in their visibility and ability to influence within their organisations.

You can explore the programme details here.
https://transforme.com.au/leadership-training/women-leadership-programme

Want to invest in women’s leadership training programmes but have questions? Fill out this form and someone from our team will get in touch soon.

There is a lot of buzz on the need for Women Leadership Development but on-ground there is a considerable discrepancy in promoting the advancement of women leaders, which contributes to their ongoing underrepresentation in the corporate arena.

This blog series is an attempt to aggregate and share data on how Corporate Australia lags in its Gender Equity efforts.

These statistics offer a comprehensive view of the underrepresentation of women in leadership roles and highlight the urgency for organisations to take action.

Key Data and Statistics on current trends in Women Leadership in Australia

CEW Senior Executive Census 2023

Now entering its seventh year, the CEW Senior Executive Census tracks the annual progress of women’s representation in Executive Leadership Teams in Australia’s top companies.

The 2023 findings show how women continue to stay underrepresented in Corporate Australia:

82% of CEO pipeline roles aree held by Men

However, the 2023 data does show some silver lining:

There are 3 calls to action shared by CEW in their study:

  1. Set a 40:40:20 by 2030 gender target with real accountability and transparency
  2. Invest in gender balanced CEO and ExecutiveLeadership Team Talent Pipelines
  3. Build inclusive, flexible and respectful workplaces

Census Social Media | Incremetal progress

Status of Women Report 2023 by the Australian Government

Released on The International Women’s Day, this report gives a detailed view of “what life looks like for women in Australia in 2023”. The report looks at education, economic outcomes, health and safety, housing and gender norms.

We have summarised key stats around gender pay gap from the report:

Women’s Economic Equality Taskforce (WEET) Report on Women’s Economic Equality

The Women’s Economic Equality Taskforce chaired by Sam Mostyn AO, is “an independent group established to provide advice to the government to support the advancement of women’s economic equality and achieve gender equality.”

They recently submitted their final report Women’s Economic Equality: A 10-year plan to unleash the full capacity and contribution of women to the Australian economy.

 Here are some of the key findings of the taskforce on gender roles and attitudes in Australia that shares how Australia stands to gain $128 billion by unlocking women’s full and equal participation. Here are some of the current gaps that the report highlights:

In a strong push to addressing gender pay gap, the govt. has now mandated Australian companies to share their gender pay data. As reported by the AHRI –

The Workplace Gender Equality Amendment (Closing the Gender Pay Gap) Bill 2023, which was introduced into Parliament on 8 February, will set out to publish the gender pay gap of organisations with 100 or more employees. Reporting will commence in 2024, and gender pay gap information will be published on the Workplace Gender Equality Agency (WGEA) website.

In some early research on the topic, there is a causation that has been discovered between gender diversity and profitability based on data from Australian workplaces.

Female Ceos Increase Market Value (1)

The WGEA’s research established that companies who appointed a female CEO increased their market value by five per cent – equivalent of $79.6  for an average ASX200 company

 

A report published by the Bankwest Curtin Economics Centre (BCEC) and the Workplace Gender Equality Agency (WGEA) found that an increase in the share of female ‘top-tier’ managers by 10 percentage points or more led to a 6.6 per cent increase in the market value of Australian ASX-listed companies, worth the equivalent of AUD$104.7 million. The other key findings included –

• The appointment of a female CEO led to a 12.9 per cent increase in the likelihood of outperforming the sector on three or more metrics

• An increase of 10 percentage points or more in the share of female key management personnel led to a 5.8 per cent increase in the likelihood of outperforming their sector on three or more metrics

Victoria’s Commission for Gender Equality in the Public Sector released its report titled Intersectionality at Work: Building a baseline on compounded gender inequality in the Victorian public sector

This is an important resource to understand gender equality gaps from an intersectional lens, looking at how women from First Nations, from CARM (Culturally and Racially Marginalised) apart from those with disability, of different ages, of LGBTQIA+ backgrounds experience gender equality at work.

It’s a crucial resource for all organisations especially in Public Sector at building an intersectional approach to their gender equality programs.

In a corporate landscape that continually struggles with gender equity, these data points act as a clarion call. In our next blog series, we will look at key data on linkages between strong women leadership and business outcomes. Stay tuned!

Discover which stage your organisation is in its Gender Equity Maturity. Download our latest report to take the assessment and get specific recommendations on how you can take your gender equity to the next level.

 

 

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