The Five Barriers Threatening the Future of Female Leadership
Since 2016, Jacqueline has been dedicated to empowering and inspiring future female leaders, sharing her tips and strategies through Elevate, a global virtual programme from which over 9000 women have graduated. She is the host of the Finding Your EPIC podcast and the author of the Finding Your EPIC book, published in 2024.
As we settle into 2025, companies have an incredible opportunity to create meaningful changes for women in the workplace. While some progress has been made, there are still significant gaps that need addressing. Here are the five barriers threatening the future of female leadership that companies should focus on to better support women and create sustainable leadership pipelines.
1. Lack of succession planning
Too often, succession planning is either heavily male-dominated or non-existent. While many organisations believe they have a robust process, feedback from women in 2024 tells a different story. Many managers are inadvertently or actively blocking the rise of talented women within their teams.
If businesses are serious about building a pipeline of future female leaders, they need to ensure succession planning is transparent, equitable, and actively prioritises the identification and development of women for leadership roles. This means:
Regular reviews to ensure women are represented in succession plans.
Challenging managers who are hoarding talent or creating barriers.
Providing targeted opportunities for women to showcase their leadership potential.
2. Stifling sideways moves
There is a troubling pattern where managers keep women in their teams because they are considered “indispensable.” However, this doesn’t translate into promotions, pay increases, or meaningful growth opportunities. Instead, women are often overlooked for stretch roles, greater responsibilities, or even the chance to position themselves as successors when their manager moves up.
Companies need to change this dynamic by:
Rewarding managers who enable women to move laterally or take on stretch assignments.
Recognising the long-term benefits of developing women across various functions.
Creating a culture where sideways moves are valued as part of career progression and leadership development.
3. Misguided female leadership programmes
There’s a growing misconception that simply putting 20 women on an intensive programme automatically builds a strong pipeline of future female leaders. While these programmes can be valuable, their limited scale often fails to meet the needs of large organisations. For example, the global organisations we work with, ranging in size from 40,000 to 120,000 employees, have put over 3,000 women through Elevate's leadership programme for emerging female leaders. In contrast, other companies that have not worked with Elevate have only enrolled around 150 women in structured future leadership programmes during the same period.
To create real impact, businesses need to:
Scale leadership programmes to reach more women across the mid-levels.
Balance intensive development with broader access to leadership pathways.
Enable women to opt into programmes rather than relying on being identified as talent.
4. Superficial leadership training
There is a worrying trend of creating “fluffy” leadership programmes that fail to prepare women for the realities of leadership. These programmes often emphasise themes like “authenticity” without providing the necessary context or training for leading diverse teams effectively.
Authenticity is important, but it must come with a clear understanding of leadership responsibilities. Everyone needs to know that:
Leadership isn’t about personal style alone; it’s about leading and empowering others.
Authenticity should align with organisational values and the needs of the team.
Effective leadership requires balancing authenticity with professionalism, adaptability, and empathy.
Programmes should focus on practical skills, such as decision-making, conflict resolution, and strategic thinking, alongside fostering authentic leadership styles.
5. Lack of emerging leaders programmes
Organisations need to future-proof themselves by ensuring that the next generation possesses the leadership mindset, skills, and capabilities required for the 21st century, regardless of gender. This is arguably one of the biggest threats facing companies in 2025. While significant time and resources are being channelled into supporting women, many still remain in environments where they receive either poor or incorrect feedback, stifling their development and undermining these efforts.
To address this, companies can:
Scale leadership programmes to reach more potential future leaders across the mid-levels.
Ensure feedback is accurate, actionable, and equitable for all employees.
Offer programmes that encourage diverse participation and equal opportunities.
By addressing these areas, organisations can cultivate a robust pipeline of future-ready leaders capable of navigating the challenges of the modern business landscape.
Final thoughts
The road to true gender equality in the workplace requires more than just good intentions. By addressing these five areas, companies can create a more equitable environment where women not only thrive but also rise to leadership roles that shape the future of their organisations. It’s time to move beyond lip service and take actionable steps to ensure that women are given the opportunities, support, and recognition they deserve.
Find out how Elevate can help your company achieve this!
Read more from Jacqueline Frost
Jacqueline Frost, CEO & Founder at Elevate Talent
Jacqueline is a recognized leader in female executive development and mentoring. While her background includes a significant tenure in investment banking, her passion lies in empowering women to excel in leadership roles. She started her mentoring journey in 2009, sharing invaluable strategies for navigating high-pressure environments. Realizing the transformative effect of these lessons, she founded Elevate in 2016. This global virtual leadership program has equipped over 9,000 women from 50 countries with the skills to lead and influence in diverse industries. Her vision is to make leadership development accessible to women worldwide.
