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Climbing the corporate ladder is rarely straightforward. For most professionals, it is a journey marked by long hours, strategic decisions, and the constant balancing act between personal and professional priorities.

Each promotion is a milestone, each new role a test of skill, endurance, and influence. For women, this climb has traditionally been even steeper. Glass ceilings, unconscious bias, and unequal access to networks have long shaped the trajectory of female careers.

Yet in recent years, a noticeable shift has emerged. Women are reaching senior leadership positions faster than their male counterparts. They are stepping into CEO, CFO, and other top executive roles at a younger age and with remarkable speed.

This change is a clear sign that opportunities are opening and that the barriers which have historically slowed female advancement are starting to erode.

But once women arrive in these high-powered roles, they face a new set of challenges. Sustaining influence, gaining long-term support, and navigating expectations that remain disproportionately exacting are critical factors that shape their experience in leadership positions. These roles often carry hidden costs, affecting how long they can remain in these positions and the impact they are able to make.

What Challenges Are Female Execs Facing?

This paradox of rapid advancement paired with shorter tenure has now been quantified in a comprehensive study conducted by Vlerick Business School, Emlyon Business School, and Johannes Gutenberg University Mainz.

The researchers analysed data from more than 6,000 listed firms across 33 countries to understand how women’s entry into and exit from top corporate positions compares with that of men. Their findings reveal a striking pattern: women are climbing the corporate ladder 2.5 years faster than men on average, but their tenure in these roles is roughly one year shorter.

 “Women appear to be breaking through the glass ceiling sooner than before. But their shorter tenure suggests that barriers persist once they get to the top, whether through added scrutiny, limited support, or unequal expectations,” says Professor Esha Mendiratta, one of the lead researchers on the study.  

This is what the research calls a paradox of progress. While more women are reaching leadership positions, their presence at the top remains fragile, and the challenges they face do not disappear once they are promoted.

The study also found that women are not leaving these roles to pursue better opportunities. Female executives who step down are less likely than men to secure another top executive position. Many move into non-executive roles such as board directorships, which typically come with lower pay and less strategic influence.

Professor Shibashish Mukherjee, a co-author, explains, “Faster promotion can come with hidden costs. Without the same support and networks, women may face higher turnover risk and find it harder to sustain long-term influence.” This highlights the importance of not only accelerating women into leadership roles but also providing them with the tools and structures necessary to remain effective once they are there.

Gender Pay Gaps and Their Impact

The researchers found that this pattern was particularly pronounced in countries with wider gender gaps, as measured by the World Economic Forum’s Gender Gap Index. In regions where inequality is more entrenched, women reached executive roles faster but were also more likely to leave sooner.

This suggests that rapid progression does not fully compensate for structural challenges and that the pace of advancement can sometimes expose women to greater pressures once they reach the top.

Professor Jana Oehmichen, another co-author of the study, says, “Real progress means not just opening the door but ensuring women can remain, thrive, and lead once inside.” The research suggests that accelerating women into executive positions is only one part of a broader solution.

We see a similar trend in business school applications. According to GMAC’s most recent Application Trends Survey, applications from women to MBA programmes outpaced men in 2025, though women’s representation among business master’s applicants is still at levels just below parity, and declining for accounting and finance programmes over the past decade.

To encourage more women to take up business education and give them the skills to succeed in these top roles, business schools are increasingly offering specialist scholarships that provide additional financial and practical support for women.

Then, in the workplace, continued mentoring programs, leadership support, flexible working arrangements, and inclusive organisational structures are all critical to helping women sustain their presence in leadership roles.

Why Are Women’s Tenures Shorter?

The study also sheds light on why women’s tenure tends to be shorter, stating that high levels of scrutiny, persistent stereotypes, and unequal expectations can create a workplace environment that is both demanding and isolating.

Women may feel that they need to constantly prove themselves, which can lead to stress and burnout. Without networks of support, mentorship, or structural assistance, sustaining long-term influence becomes much harder.

For organisations, these findings present both a challenge and an opportunity. Companies that fail to address the factors that lead to early exits risk undermining the progress that has been made.

Conversely, companies that invest in supportive environments can not only retain talented female executives but also benefit from their leadership in the long term. Professor Mendiratta notes, “Companies need to ask themselves, are we creating an environment where women can stay at the top, not just reach it?”

Another aspect to consider, according to Durham University Business School, is work-life balance. A study led by Professor Cathy Cassell found that a pivotal obstacle to achieving gender parity is family decision-making styles.

The study analysed the experiences of 30 heterosexual dual-earner couples in the UK, uncovering that unequal decision-making creates an uneven burden, limiting working mothers’ time, energy and, ultimately, opportunities for career advancement compared to their male counterparts.    

For example, when a child falls sick ingrained habits often lead mothers to use their own sick leave or take holiday or unpaid leave to care for them, even if their partner has better working flexibility. This dynamic, Professor Cassell’s work suggests, is detrimental to women’s career advancement.

“Over the last few decades, work-family literature has consistently recognised that gender equality will not be achieved in the workplace until it is achieved at home.”

How Can We Retain More Female Execs?

The research from Vlerick Business School, Emlyon Business School, and Johannes Gutenberg University Mainz, highlights a critical lesson for policymakers and business leaders. True gender equality in corporate leadership requires more than just promoting women quickly into executive roles. It requires policies and initiatives that provide ongoing support, ensure fair treatment, and value inclusion at every level of the organisation.

By doing so, companies can help women remain in executive positions longer and make lasting contributions to strategic decision-making.

This paradox of progress underscores the need to look beyond headline figures about promotions and representation. While it is encouraging that women are climbing the corporate ladder faster than men, it is equally important to examine the conditions under which they lead.

Without sustained support, accelerated advancement may have unintended consequences, leaving women vulnerable to early exits and reducing the long-term impact of their leadership.

In the end, reaching the top is only the first step. Staying there and thriving requires a combination of personal resilience, organisational support, and systemic change. By addressing the pressures and barriers that contribute to early exits, companies can ensure that women not only reach the top but have the resources and support necessary to lead effectively over the long term.

True progress will be measured not only by the speed at which women rise but by the stability, influence, and impact they are able to achieve once they are there.

By, Peter Remon

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