Top Three Reasons Preventing Female Leaders in the UK from Progressing in Their Careers

1. Gender Bias

Stereotypes and Preconceived Notions

Gender-based stereotypes have been entrenched in Western culture for centuries, particularly within the UK. These stereotypes, especially prevalent among those born in the 1940s and 1950s who are now approaching retirement, have negatively influenced perceptions of leadership. Traditionally, leadership qualities are aligned with male traits, such as assertiveness and dominance. Women who exhibit these traits are often deemed "unfeminine" or even deviant. This discord between self-concept and societal expectations creates significant barriers for women aspiring to leadership roles.

In the evolving workplace, where transformational and visionary leadership styles are increasingly valued, women have more opportunities to lead. However, the persistent belief that men are inherently better leaders due to superior strategic and analytical thinking skills remains a formidable obstacle. The Glass Cliff phenomenon further exacerbates this issue, positioning women in leadership roles more likely to be associated with higher risks of failure and criticism. These factors collectively hinder female leaders from advancing in their careers.

Stereotypes are widely held beliefs about specific groups' capabilities, traits, and behaviours. These assumptions often lead to prejudice and discrimination. Women, perceived as less competent than men, are less likely to be employed in male-dominated professions. For instance, while women have traditionally been nurses in the NHS, more women have recently become doctors. Additionally, stereotypes suggest women are too emotional to make rational decisions, making them less likely to succeed in leadership roles. These stereotypes restrict career progression and lead to unfair treatment, limiting opportunities for women.

Preconceived notions about gender, based on stereotypes, result in biased judgments. An example is the "think manager-think male" phenomenon, where management is automatically linked to masculinity. This bias creates incongruence between leadership roles and the attributes assigned to women, causing them to be overlooked for leadership positions or judged negatively if they attain such role

Lack of Representation in Leadership Positions

In the UK, only 20% of leadership positions are held by women, creating a significant gender imbalance in the corporate world. A systematic Economic and Social Research Council review identified this lack of representation as a major barrier to women's career progression. Social cognitive theory explains this phenomenon, suggesting women base their career aspirations on visible routes to power and success. Women are less likely to pursue these paths if leadership roles are predominantly male.

Furthermore, women often receive less mentoring and advice from organisational members, likely due to the scarcity of female leaders. Mentors provide essential guidance and resources; without sufficient female leaders, these resources are limited. This issue is evident in higher education institutions, where women have less access to senior leadership positions. The lack of mentorship and guidance hinders women's career progression and leadership development.

Unequal Pay and Compensation

Despite the Equal Pay Act of 1970, women in the UK continue to receive unequal pay compared to their male colleagues, resulting in one of the worst gender pay gaps in Europe. The average pay gap is 17%, which is wider in top organisational positions and increasing in the private sector. Women in managerial and senior positions earn significantly less than their male counterparts, with women in the private sector experiencing an increase in the pay gap from 6.9% in 2003 to 19.9% in 2008.

Several factors contribute to this disparity. While overt discrimination accounts for a portion of the pay gap, more significant is the segregation of women into lower-paid or undervalued roles. Additionally, women often take time out of the labour market to raise children or work part-time, hampering their earning potential. This career interruption often prevents women from returning to their original career levels, resulting in lower earnings.

2. Work-Life Balance Challenges

Cultural Expectations and Societal Pressures

Cultural norms in the UK still frame childrearing primarily as a female responsibility, significantly affecting women's career progression. Many high-achieving women feel excluded from traditional careers dominated by men and unable to access family-friendly work arrangements in senior management roles. Consequently, women who decide to have children may be reluctant to pursue jobs in sectors with limited flexible work opportunities.

Research by KPMG indicates a significant drop in career aspirations among women with children. While 77% of women and 78% of men without children aspire to senior management roles, only 51% of women with children have the same aspirations. This suggests that men are less likely to take on child-rearing roles, leaving working mothers to bear the brunt of balancing career and family responsibilities. Flexibility stigma, the negative perception of employees who use flexible work arrangements, further inhibits career progression for working mothers.

Despite advancements in gender equality legislation, employment patterns remain gendered, with women more likely to work in jobs and industries with flexible work arrangements. However, access to such arrangements is often difficult. Studies show an evident flexibility gap between men and women with similar family statuses. Older women and those with caring responsibilities are less likely to be on desirable contracts, exacerbating the issue.

Limited Access to Flexible Work Arrangements

Statistical evidence shows that women are more likely to be employed part-time than men, with part-time work accounting for 42% of women's employment compared to 12% of men's. This trend is often due to women taking on traditional caregiving roles within families, making part-time work the only viable option. An Office for National Statistics survey found that 40% of part-time women would prefer full-time work but are constrained by personal or family responsibilities. This demonstrates the limitations of inflexible job structures.

Women leaders in the UK aspire to high-level positions, but continuing to work part-time may hinder their career development. The prospect of returning to full-time work is impractical without flexible work arrangements. Research indicates that workplace equality between men and women in the UK is complex, with women making up nearly 50% of the workforce but only 20% of leadership roles. Limited access to flexible work arrangements is a significant barrier to women's progression to leadership positions.

Further Cultural Expectations and Societal Pressures

The perception of women leaders by their peers and subordinates is influenced by societal norms. The rarity of women in senior positions subjects them to scrutiny and reinforces the belief that women are less effective leaders. Organisational backlash, where efforts to empower women have negative job-related effects on men and the success and likability of women, creates resistance to change and makes career paths for female leaders more challenging.

Women in management face substantial societal pressures and expectations that hinder their progression. The ideal leader is often characterised by attributes traditionally ascribed to men, such as aggressiveness, masterfulness, high self-confidence, and a strong sense of identity. This presents a clear identity conflict for women aspiring to leadership roles, deterring them from attempting to break the glass ceiling.

Difficulty in Balancing Career Advancement with Family Responsibilities

Many senior women acknowledge the difficulty of balancing career advancement with family responsibilities. Traditionally, the roles of mother and career woman have been considered conflicting. For women to escape this traditional role trap, family responsibilities must be more equally shared between men and women. However, studies suggest that traditional role divisions persist in some male-female relationships.

Women transitioning into career roles must do so with great care to avoid instability in their children's lives. A study involving women and their spouses showed that 'mothering' is often viewed as a 'natural' activity, while career development is equated with 'finding a job' or 'promotion' until children are no longer dependent. This perception impacts women's career satisfaction and progression.

A British study involving Spanish couples suggested that children's influence in family decisions increases with age, making it easier for women to transition back into careers after child-rearing. However, the ideal time for such a transition is often when children reach the age of ten. Statistical data shows a tapering effect of a mother's employment with the birth of the first child, indicating that employment increases women's willingness to participate in community and political activities.

Lack of Adequate Support Systems

The prevalent culture in the UK assigns women the role of primary caregiver, making it difficult for them to succeed in the workplace without adequate support systems. Leadership roles often demand long hours, travel, and client engagement, which do not align with school timetables. There is a lack of affordable, quality out-of-school care for children over 11 years old, especially during summer holidays, forcing parents to seek expensive private care.

A Prudential survey on backup care revealed that 76% of women were likely to change jobs if their new employer offered backup-dependent care as an employee benefit. This suggests that a lack of dependable care is a significant obstacle for women considering career advancement. Changing the culture and attitudes towards male involvement in caregiving is crucial for creating better support systems. Promoting father-friendly policies and parental benefits designed for both men and women would benefit women's career options and the future of children whose parents' gender roles will influence their career constraints.

3. Limited Networking and Mentoring Opportunities

Male-Dominated Networking Circles

One key reason for women's limited access to effective networking and mentoring is the male-dominated business world. Many networking opportunities are constructed around male activities and preferences. Studies have found that men have greater access to organisational networks and contacts and are more likely to receive career development support than women. This male dominance leads to 'cross-gender homosocial reproduction,' where men unconsciously favour other men for mentoring and networking, leaving women out in the cold.

Women in business find themselves at a disadvantage when breaking through the 'glass ceiling' and reaching upper management. The proportion of female directors in FTSE-100 companies decreased from 9.4% in 2000 to 8.9% in 2004. This decline is attributed to the lack of effective networking and mentoring opportunities. Women are often excluded from informal networks that provide valuable resources, such as information about career opportunities and organisational support.

Lack of Female Role Models and Mentors

The lack of female role models and mentors is a significant barrier to women's career advancement. Research has shown that mentorship is vital for women's success. A study assessed the role of work-based women's networks and developmental supports in enabling vertical career mobility and concluded that mentoring was the most important factor for women's advancement into senior management. However, many women have never had a mentor, contrasting with men who overwhelmingly have male mentors.

The assumption that women will be mentored by men is not always comfortable or conducive to breaking through the glass ceiling. Since men still predominate in senior positions, there are not enough women mentors. This lack of female mentors perpetuates a vicious cycle where the absence of women in senior positions means less female mentorship for future leaders.

Many women have sought to establish their own networks to support other women, providing peer support and a sense of shared identity. However, regarding career progression, it is less effective than accessing male networks and mentors who can help navigate organisational power structures.

Limited Access to Professional Development Programs (PDPs)

Professional development programs (PDPs) are essential for enhancing an organisation's most important resource: its people. These programs help employees assess their skills, knowledge, and abilities and develop to their full potential. However, evidence suggests that women are not benefiting from PDPs to the same extent as men.

A survey by the Employers Forum on Age found that respondents felt men had greater access to development opportunities and better quality opportunities than women. This disparity affects women's career progression, as PDPs are critical for developing leadership skills and advancing in their careers. Ensuring equal access to PDPs for women is crucial for promoting gender equality and supporting women's career advancement.

In conclusion, female leaders in the UK face significant barriers to career progression due to gender bias, work-life balance challenges, and limited networking and mentoring opportunities. Addressing these issues requires a multifaceted approach, including promoting flexible work arrangements, changing cultural expectations, providing adequate support systems, and ensuring equal access to professional development programs. By tackling these challenges, organisations can create a more inclusive and equitable workplace, enabling women to achieve their full potential and contribute to their success.

Ready to Transform Your Workplace?

Join us in our mission to empower female leaders and create an inclusive environment where everyone can thrive. Explore our diversity and inclusion services, designed to help organisations overcome barriers and foster a culture of equality. Whether you need strategic consulting, leadership training, or organisational audits, we have the expertise to drive meaningful change.