Breaking Barriers: Women, Leadership, and the Path to Equity for the Generations

For generations, women have faced obstacles to leadership—being underestimated, overlooked, and held to different standards. No matter when we entered the workforce, the road to leadership has been marked by both progress and persistent barriers. Gen X women fought their way up in environments where long hours and proving oneself were the only paths forward, while Millennials have pushed for systemic change—more transparency, work-life integration, and equitable policies. Some challenges remain, while others have evolved in ways that shape the paths of the next generation. The path to leadership has been hard-won, and we are committed to making sure the next generation of women leaders face fewer obstacles along the way.

Women’s representation in leadership has grown, but change remains slow. Only 10% of Fortune 500 CEOs are women, and women in the U.S. still earn an average of 82 cents for every dollar a man makes. At the current rate of progress, it will take more than 130 years to close the global gender pay gap. Recent data from the Russell 3000 index shows some movement, with female CEOs rising from 6.8% to 9% in the past year, but the reality is that the highest levels of leadership remain overwhelmingly male.

Despite decades of effort, systemic barriers continue to impede women’s access to leadership, equitable pay, and professional recognition.

Breaking Through the Leadership Barrier

One of the biggest hurdles for women is not just entering the workforce but advancing within it. Sponsorship—having an influential leader actively advocate for a woman’s career—remains a crucial factor in career progression. Too often, women receive mentorship but not the kind of direct advocacy that leads to promotions.

For Gen X women, breaking into leadership meant proving themselves through relentless work and overcoming assumptions about their readiness. Millennials, on the other hand, have benefited from a shifting workplace culture that acknowledges work-life balance and leadership potential earlier. While barriers remain, Millennials have been more vocal in demanding policies that enable career growth without personal sacrifice.

Jane Fraser, CEO of Citigroup, credited her rise to strong sponsorship from leaders who championed her potential. Stories like hers highlight the importance of shifting the system so that more women have access to those same opportunities. Organizations that prioritize sponsorship programs and proactively position women for advancement see stronger results and a more balanced leadership pipeline.

More Than a Work-Life Balance Issue

For all women, balancing work and family often meant making personal sacrifices without institutional support. Many worked late nights to prove their dedication while quietly managing caregiving responsibilities. Work-life balance wasn’t a concept—it was a personal juggling act. Today’s working women have a much stronger expectation of work-life integration, and many companies now recognize that long hours are not a measure of effectiveness.

The pandemic accelerated this cultural shift. While Gen X women often had to choose between career growth and family obligations, younger generations are pushing back against that outdated norm. The rise of remote work and flexible schedules has given Millennial and Gen Z professionals more tools to advocate for balance. Research shows that Millennial and Gen Z workers are more likely to reject roles that don’t offer flexibility, forcing companies to adapt.

New Zealand Prime Minister Jacinda Ardern’s resignation in 2023 reignited conversations about the pressures women face in leadership. While her decision was personal, it reflected a truth many women in executive roles understand—sustaining leadership under constant scrutiny while balancing personal responsibilities is still harder for women than men.

Countries like Sweden and Iceland have set a precedent for more equitable workplace policies, offering extended parental leave that encourages men to take on more caregiving responsibilities. In contrast, in the U.S., policies remain inconsistent. While states like California and New York have implemented stronger parental leave laws, uptake among men remains low, reinforcing outdated norms that caregiving is primarily a woman’s responsibility.

Organizations that embrace flexible scheduling, remote work policies, and job-sharing programs provide tangible solutions for women seeking to sustain career growth without sacrificing personal responsibilities. But real progress requires a cultural shift—one where men share caregiving duties equally and where taking parental leave or prioritizing family isn’t seen as a career setback.

The Pay Gap Persists—And Transparency Is Key

Pay inequity is one of the few areas where generational differences are stark. Gen X women often had to navigate opaque salary structures, where discussing pay was taboo and raises were incremental at best. Millennial women, by contrast, have entered a workforce where pay transparency is becoming a demand, if not yet a standard. While Gen X women often accepted the status quo, younger generations have used social media and workplace advocacy to push for greater pay equity.

Despite progress, the gender pay gap remains one of the most stubborn barriers for women in leadership. The lack of pay transparency allows inequities to persist. High-profile cases, such as Google’s $118 million gender pay disparity settlement in 2022, underscore the need for greater corporate accountability. Similar lawsuits have exposed widespread inequities, particularly in industries where leadership remains male-dominated.

Pay transparency laws in states like California and New York have forced companies to disclose salary ranges, a critical step in reducing wage gaps. But disclosure alone isn’t enough—companies need to conduct regular pay audits and ensure salary structures are fair. Research shows that women are less likely than men to negotiate salaries, often due to fears of backlash. Organizations that actively encourage negotiation training and normalize pay discussions see better retention and higher female leadership representation.

The Role of Allyship in Women’s Advancement

Generational perspectives shape how women approach allyship in the workplace. Gen X women often had to navigate male-dominated environments where competition for leadership roles was fierce, making peer support less common. In contrast, Millennials and Gen Z have prioritized collective advocacy, openly pushing for systemic change and workplace inclusivity. Younger generations are more likely to call out biases in real time, leverage social media for awareness, and expect men to take a more active role in gender equity initiatives.

Allyship—both from men and other women—plays a key role in closing these gaps. Research from McKinsey & Company reveals that men are often promoted based on potential, while women must repeatedly prove competency before being considered for advancement.

The Obama White House saw firsthand how women’s voices could be overshadowed, leading female staffers to develop the amplification strategy—repeating and crediting each other’s ideas to ensure they were recognized. This simple but effective tactic helped shift the culture in high-level discussions. Organizations today need to take a similar approach by ensuring that women’s contributions aren’t just heard, but valued and acted upon.

Corporate Promises Need Measurable Action

Generational differences also shape how women view corporate commitments to gender equity. Gen X women often had to navigate workplaces where diversity initiatives were more symbolic than substantive. They learned to work within systems that rarely prioritized their advancement. Millennials and Gen Z, however, expect more than just words—they demand transparency, measurable progress, and corporate accountability. Younger generations are more likely to scrutinize company policies, question hiring disparities, and push for structural reforms that ensure lasting change.

Companies frequently pledge to improve gender equity, but without measurable accountability, these initiatives often fall short. Diversity reports and hiring goals sound promising, but without clear benchmarks and independent oversight, progress stalls. The tech industry, for example, has made bold commitments to increase female representation in leadership. Yet, women still hold fewer than 30% of executive roles in tech, and those numbers are even lower for women of color.

Women’s Resource Groups (WRGs) exist in many companies to provide networking and mentorship, but without adequate funding or executive sponsorship, their influence is limited. Companies that integrate WRGs into business strategies, align them with corporate goals, and give them a seat at decision-making tables see stronger results.

Paving the Way for Future Generations

The women who break through barriers today create opportunities for the next generation. Policies that remove bias from hiring, promote flexible work arrangements, and normalize pay transparency will ensure lasting progress.

Progress isn’t inevitable; it’s the result of deliberate action. The more we challenge outdated norms, demand accountability, and advocate for policies that support women at all stages of their careers, the closer we get to a future where women’s leadership isn’t the exception—it’s the expectation.