Dr. Zrinka is a recognised expert in corporate health management, leadership advisory, and personal change. She founded Mind & Body Empowerment Coaching, a life-cycle and change-oriented coaching method designed to enhance mental, physical and emotional resilience. She also focuses on team development, fostering cohesive and high-performing teams.
For decades, leadership has been shaped by rigid structures and unspoken rules that often exclude or overlook women. But the landscape is shifting. Female leaders are not just stepping up, they are redefining what effective leadership looks like. With emotional intelligence, adaptability, and a collaborative mindset, women are proving that leadership isn’t about fitting into outdated molds; it’s about transforming them.
Women in leadership are a business imperative, not a bonus
Leadership isn’t a popularity contest. It’s about clarity, decisiveness, and, when necessary, a well-placed kick in the rear. While outdated business structures still cling to traditional leadership styles, research has made one clear: Companies that fail to leverage female leadership leave money, innovation, and engagement on the table.
The women in the workplace report 2024 by McKinsey
According to the Women in the Workplace report by McKinsey & Company and LeanIn.org, women’s representation in senior leadership has nearly doubled from 17% in 2015 to 29% in 2024. However, beneath this progress lies a complex reality:
Women are just as ambitious as men but are not being promoted at the same rate.
The “broken rung” at the first step up to management remains the biggest systemic barrier to female career advancement.
The visibility gap in hybrid work hinders women’s promotions despite boosting retention.
Corporate commitment to gender diversity is backsliding from 88% in 2017 to 78% in 2024.
Without stronger male allyship, women’s progress in leadership will stagnate.
Beyond the glass ceiling: What’s changed since 2008?
McKinsey’s 2008 report (Women Matter: Female Leadership, A Competitive Edge for the Future) made a strong business case for gender diversity in leadership. Yet, 16 years later, the 2024 report (Women in the Workplace 2024) reveals persistent and emerging challenges that companies can no longer ignore.
1. Progress in representation, but it’s uneven
Then (2008): The focus was on proving that companies with more women in senior leadership perform better financially, but women still hold very few leadership positions.
Now (2024): Women now occupy 29% of senior leadership roles, but the pace of advancement is uneven.
White women are projected to achieve leadership parity within 22 years.
Women of color could wait 50 years or longer if current trends continue.
Executive teams remain male-dominated, especially in industries like tech, finance, and engineering.
2. The “broken rung” is the real glass ceiling
Then (2008): The conversation was dominated by the C-suite gender gap, the “glass ceiling” at the top.
Now (2024): The real problem starts much earlier, at the first step up to manager.
For every 100 men promoted to manager, only 81 women move up.
For women of color, the gap is even worse: 54 Black women and 65 Latinas per 100 men.
Why does it matter? Fewer women in entry-level leadership roles means fewer candidates for executive positions later.
Key insight: The leadership pipeline isn’t just “leaky” at the top; it’s broken at the foundation. Fixing the first promotion gap is critical for real progress.
3. Ambition vs. opportunity: The career pipeline problem
Then (2008): Some believed women lacked ambition and didn’t actively seek leadership roles.
Now (2024): The data debunks this myth:
Women want to be promoted at the same rate as men but face fewer career-advancing opportunities.
Women receive less sponsorship, meaning they don’t have the same access to high-profile projects, leadership exposure, and promotions.
The biggest career stall-out point? Mid-career women, particularly mothers, hit a wall due to outdated workplace norms.
Key insight: Lack of ambition is not the problem; lack of opportunity and advocacy is.
4. The flexibility gap & burnout crisis
Then (2008): Work-life balance was a side discussion. Remote work was uncommon.
Now (2024): Hybrid work helps women stay in the workforce but slows their promotions.
Women working remotely are less likely to be promoted than those on-site.
The burnout gap is growing: Women are still shouldering a disproportionate share of caregiving at home.
Women in leadership roles are twice as likely as men to experience burnout, and many leave as a result.
Key insight: Flexibility keeps women in the game, but visibility gets them promoted.
5. Corporate commitment to gender diversity is stalling
Then (2008): Companies began acknowledging gender diversity as a business advantage, but few had concrete plans to drive change.
Now (2024): More companies claim to care about diversity, but real commitment is slipping:
In 2017, 88% of companies said gender diversity was a high priority.
In 2024, that number dropped to 78% despite clear evidence of the benefits.
Sexual harassment remains widespread; 37% of women report experiencing it in 2024, higher than in 2018.
Key insight: Companies talk about diversity until they have to make real changes.
6. The new urgency for male allyship & inclusive leadership
Then (2008): The responsibility for gender diversity fell mostly on women.
Now (2024): The report emphasizes male allyship as a critical factor in achieving gender equity.
Male leaders must actively sponsor and advocate for women, not just passively support diversity policies.
Inclusive leadership training is essential for breaking bias in promotions and performance evaluations.
Key insight: Women’s advancement is not just a “women’s issue.” It’s a leadership issue.
As outlined above, the current Workplace report isn’t just theory; it’s a hard business strategy. Female leadership is linked to undeniable facts:
Higher profitability
Greater innovation
Stronger employee engagement
More resilient organizations.
Yet, many companies still struggle to promote women beyond middle management. Why? Because leadership isn’t just about skills it’s about perception. Think about that for a second! Female leaders are still expected to walk the fine line between “strong” and “likable”, a double standard their male counterparts rarely face.
But here’s the reality: Effective leadership isn’t about likability; it’s about results. The data shows that companies with diverse leadership outperform their competitors without it.
Leading from the front and from the home office
If female leadership is the future, leading in a hybrid or remote environment is the challenge of the present. The problem? Many leaders are still stuck in the “but are they really working?” mindset.
Let’s be honest: Just because someone is “active” on Teams doesn’t mean they aren’t folding laundry or scrolling through their Netflix queue. Presence does not equal productivity results.
One of my clients, a young female leader, recently faced this exact dilemma. Newly promoted, leading a team of 18 (15 of whom were men), and working in a partially remote setup, she had to quickly figure out: How do I lead when I can’t see my team?
Her leadership lessons (And why they work)
Meetings are not a substitute for leadership. No one needs another hour-long, soul-draining monologue. Instead, she switched to daily micro-check-ins:
“What’s your top priority today?”
“What’s blocking you?”
“Where do you need support?”
Accountability over surveillance: Instead of asking, “Were you online for 8 hours?” she asked, “What did you deliver?
Rules that create freedom, not micromanagement: She implemented clear core office days (Tuesdays and Thursdays) where no one could schedule dentist appointments unless their hair appointment were an official part of the corporate strategy.
Stop checking the green dot: Leadership isn’t watching a blinking status light it’s setting clear expectations, goals, and trust-based accountability.
Leadership nuggets female leaders should never forget
Leadership is clarity, not control. Set rules that guide, not restrict.
Standard meetings aren’t meant for socializing. They should answer three simple questions:
What is my goal?
What challenge am I facing?
How much time do I need?
If you don’t deliver, someone else will clean up the mess. Own your commitments, and expect your team to do the same.
Innovation happens in the room, not in the chat. Presence matters, whether physically or through impactful engagement.
Three business-transforming goals per week are enough. A never-ending to-do list just glorifies procrastination.
Entrepreneurial thinking is non-negotiable, even for employees. Ask yourself: “How would I solve this if it were my business?”
Email is not a conflict resolution tool. Pick up the phone. Better yet, talk in person.
Mistakes aren’t failures; they’re blueprints. Fun fact: If you scramble the German letters in the word F-E-H-L-E-R (failure), you get H-E-L-F-E-R (helper). Mistakes only remain mistakes when you don’t learn from them. Otherwise, they help.
Final thoughts: Moving from talk to action
Compared to 2008, the 2024 report delivers a more nuanced, data-driven understanding of why progress has stalled and what needs to change.
Women’s ambition is not the issue; the pipeline and lack of sponsorship are.
The first promotion to manager is the real bottleneck
Remote work helps retain women but creates barriers to promotion.
The commitment to gender diversity has stalled and needs renewed attention.
Male allyship is essential to accelerate change.
The challenge now? Moving beyond talk and into real action.
What’s your biggest leadership challenge? Drop a comment, and let’s talk. Click here.
Read more from Dr. Zrinka K. Fidermuc Maler
Dr. Zrinka K. Fidermuc Maler, Business & Health Empowerment Strategist, Author
Dr. Zrinka is an expert in corporate health management, leadership advisory, and mind and body performance, with a focus on mental, physical, and emotional fitness, and successful habit change. As a former competitive athlete in synchronized swimming and gymnastics and a survivor of the Croatian war, Dr. Zrinka developed exceptional resilience. After relocating to Germany post-war, she earned a PhD in Social Sciences and dedicated her life to empowering individuals to transform by changing undesirable habits and taking control of their lives. Dr. Zrinka is the CEO of Dr. Zrinka, Health and Business Empowerment Academy, an online coaching platform. Her mission: Empowering Lifelong Transformation.
