Why are there still so few women CEOs?
Financial Times
February 24, 2026
AI-Generated Deep Dive Summary
The persistent underrepresentation of women in top executive roles remains a pressing issue in the corporate world. Despite efforts to promote gender diversity, progress has been slow, with few women achieving CEO positions. According to recent studies, two key factors—poor succession planning and shareholder pressures—are hindering growth in female leadership representation.
One major challenge is that many companies fail to identify and nurture internal talent for top roles. This often leads to a reliance on external hires, who are typically men, while qualified women are overlooked or not prepared for the demands of CEO positions. Additionally, shareholder pressure focused on short-term financial gains can discourage investments in long-term diversity initiatives, as boards prioritize immediate returns over fostering inclusive leadership pipelines.
Another critical issue is the lack of accountability mechanisms. Shareholders and investors often do not hold companies sufficiently responsible for improving gender diversity metrics. This reluctance to push for change contributes to a slow pace of progress, with many organizations still struggling to create an environment where women can thrive in senior roles. Moreover, implicit biases within corporate cultures can further marginalize female executives, making it harder for them to break through the glass ceiling.
The underrepresentation of women CEOs matters because diverse leadership drives innovation, improves decision-making, and enhances company performance. Studies consistently show that companies with strong gender diversity outperform their peers financially. By addressing succession planning gaps and engaging shareholders in pushing for change, businesses can unlock significant competitive advantages. Additionally, increasing female representation at the highest levels sets a powerful example, inspiring young women to pursue leadership roles and fostering a more inclusive society.
Ultimately, achieving greater gender parity in executive ranks is not just a matter of fairness—it’s a business imperative. Companies that prioritize diversity and inclusion are better positioned to succeed in an increasingly competitive global economy. By tackling succession planning challenges and aligning shareholder interests with long-term diversity goals, organizations can create a more equitable leadership landscape
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Originally published on Financial Times on 2/24/2026