India’s leadership pipeline for women does not collapse at the top; it collapses in the middle. Women account for roughly 26% of India’s workforce, yet representation drops to about 16% at mid-management and only 8% at the CEO level. These numbers reveal a structural reality about how corporate leadership pipelines evolve. The gap does not suddenly appear in senior leadership; it begins much earlier, often around the 8–12-year mark in a career, when professionals transition from individual contributors to managers and emerging leaders.
At this stage, organisations expect employees to move into decision-making roles, manage teams and begin building leadership capability. Yet it is precisely here that many women begin to disappear from the leadership track. What appears to be a diversity issue at the top is, in reality, a pipeline challenge much deeper within the organisational structure.
Where the Leadership Pipeline Begins to Break
Globally, researchers often describe this phenomenon as the “broken rung”, referring to the first promotion to manager where career trajectories begin to diverge. According to the widely cited Women in the Workplace report, only 93 women are promoted to manager for every 100 men. While the difference may appear marginal at first glance, its impact compounds over time. Fewer women entering management roles means fewer candidates progressing into senior leadership positions later.
In India, the pattern is even sharper. Women often enter the workforce in significant numbers, yet their representation steadily declines across organisational levels. Corporate leadership studies indicate that nearly three-quarters of organisations have fewer than 30% women reaching leadership roles over the long term. This suggests that the challenge is not a shortage of talent or ambition. Instead, the leadership pipeline begins narrowing precisely at the stage where careers should be accelerating.
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The Decade That Defines Leadership Trajectories
For many professionals, the first ten years of their career represent a time of learning, skill-building and experimentation. The second decade is when careers begin to take shape and leadership opportunities start to emerge.
Research suggests that this transition phase can prove particularly vulnerable for women. A recent study on women in leadership reported that approximately 65% of professionals identify the mid-career stage as the time of the year when women are most likely to leave the workforce. This phase of life often involves multiple transitions, as professionals juggle growing career responsibilities with significant personal milestones.
The motherhood penalty is one of the most widely discussed factors. Many women report that their careers slow down after the birth of a child. Some also report being overlooked for stretch assignments or excluded from discussions around leadership opportunities. These years immediately following childbirth often coincide with the mid-career phase — the period when the path to leadership positions begins to take shape.
Another structural challenge is the sponsorship gap. Mentorship offers valuable guidance, but sponsorship determines who gets promoted. Yet research indicates that only about 31% of women report having sponsors compared to 45% of men. Without senior leaders actively advocating for them, many capable professionals struggle to access the opportunities that enable leadership advancement.
The Hidden Business Cost of Mid-Career Attrition
For organisations, the impact of mid-career attrition goes far beyond simple representation statistics. By the time professionals reach the 8–12-year milestone, organisations have already invested considerable time, money and resources in their training, skills and leadership development. The mid-career exit of such experienced professionals therefore represents not only the loss of individual capability but also the loss of leadership potential that has been developed over many years.
Finding suitable replacements for such experienced professionals is rarely easy. Recruitment takes time, and new hires often lack the institutional knowledge that the departing employee possessed, particularly when specialised skills are involved. The organisational impact of mid-career attrition is therefore far greater than it may initially appear.
In effect, the organisation does not lose only one potential woman leader. It also loses the potential leadership networks, mentees and institutional knowledge that the departing professional may have developed over time.
In sectors such as logistics and supply chains, where businesses are navigating rapid technological change and evolving customer expectations, sustaining a strong and diverse leadership pipeline is increasingly important for organisational resilience and long-term growth.
Fixing the Middle of the Pipeline
Addressing the issue of mid-career drop-off requires organisations to move beyond intent and implement structural solutions.
One of the most effective approaches is the creation of formal sponsorship programmes in which senior leaders actively sponsor high-potential women for leadership roles. Unlike mentors, sponsors can directly influence career advancement by ensuring that talented professionals are visible when leadership opportunities arise.
Organisations are also increasingly introducing returnship programmes designed to help women re-enter the workforce after career breaks. These programmes typically combine reskilling, mentoring and transitional roles. They enable organisations to retain valuable experience while providing professionals with a pathway back into leadership tracks.
Organisational flexibility is also evolving from a traditional employee benefit into a strategic tool for leadership retention. Flexible work arrangements, adaptable leadership tracks and stronger parental support systems can play a crucial role in retaining women during critical stages of their careers.
Equally important is transparency in promotions and performance evaluations. When employees clearly understand how leadership opportunities are assessed and awarded, organisations are better positioned to ensure that progression systems remain merit-driven and equitable.
Rebuilding Leadership Pipelines for the Future
The encouraging reality is that the ambition of women professionals remains strong. Across organisations, many continue to seek opportunities to grow, take on greater responsibility and move into leadership positions. The talent and aspiration clearly exist within the workforce.
The challenge, therefore, is not aspiration but progression. Strengthening leadership for the future requires organisations to focus on the middle of the career ladder, where the leadership pipeline currently weakens.
Ultimately, addressing this challenge will require organisations to rethink systems, policies and leadership development practices. The gap in representation is already visible. The real question is whether organisations are prepared to address the structural barriers that prevent women from advancing into leadership roles.
(Beena Mathen Jacob, CHRO at Blue Dart.)
Views are personal, and do not represent the stand of this publication.
