Only 21% of C-suite executives are women globally. That number has barely budged in the past decade, and it tells you something about the pace of change in business leadership. In New Zealand, the picture is similar — women hold just over a quarter of senior leadership roles, despite making up half the workforce. The term “glass ceiling” was first used in 1978 to describe the invisible barriers that stop women from reaching the top, and it’s still relevant today.
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These numbers aren’t just abstract. They represent real missed opportunities — for businesses, for the economy, and for women who have the ability but not the access. The glass ceiling isn’t a single barrier; it’s a collection of subtle biases, structural hurdles, and cultural expectations that build up over a career. This article breaks down what the research actually says about those barriers, where the common mistakes lie, and what practical steps can make a difference. Here’s what you actually need to know.
Key Takeaways and What the Glass Ceiling Really Means
The term glass ceiling was coined by management consultant Marilyn Loden in 1978 at the Women’s Exposition. She was pushing back against the idea that women were to blame for their own lack of advancement. Instead, she pointed to invisible, systemic barriers that had nothing to do with ability. That definition still holds.
What I notice when I talk to women in New Zealand business is that most recognise the ceiling exists, but they don’t always see the patterns that reinforce it. That’s what this article is designed to show — the research behind the barriers, not just the anecdotes. You can get a broader view of how leadership in the modern workplace is evolving, including the NZ context.
What’s at Stake When the Glass Ceiling Persists
If the current rate of change continues, the projections are stark. According to UN Women data, equal representation in national legislatures won’t be reached before 2063. For heads of government, it won’t happen before 2150. That’s more than a century away. For women starting their careers today, that means they will likely never see a truly equal leadership landscape in their working lifetime.
The glass ceiling doesn’t just hold women back. It costs businesses diversity of thought, innovation, and market insight. A 2024 Pew Research study found that only 31% of UN member states have ever had a woman serve as head of government. That lack of top-level representation sends a message that leadership is still a male domain, which affects how younger women see their own potential.
There’s also a related risk called the “glass cliff.” This is where women are promoted to leadership roles precisely when a company is in crisis — think Theresa May becoming UK Prime Minister after Brexit, or Mary Barra taking over General Motors during the ignition switch recall. The role is set up for failure, and the woman often takes the blame, paving the way for a male “saviour” to step in. That cycle is damaging not just for the individual, but for the perception of women in leadership overall.
Common Errors That Keep the Ceiling in Place
Assuming the Glass Ceiling Is a Thing of the Past
One of the biggest mistakes is thinking the problem has been solved. The numbers show otherwise. Women hold just 21% of C-suite roles globally, and in New Zealand the figures are similar across most industries. The 2025 qualitative study by Jolly James across five sectors — manufacturing, technology, finance, healthcare, education — found that women in every sector still report significant barriers to advancement. The idea that “it’s different now” is not supported by the data.
Overlooking the Glass Cliff
Leaders and boards often put women into high-risk roles without acknowledging the bias. The “think crisis — think female” phenomenon means women are seen as suitable for turnaround situations, but then get judged harshly when the turnaround fails. Norman et al. (2018) found that organisational factors like inclusive leadership and mentorship can help, but the trend remains. If you’re a woman offered a leadership role in a struggling organisation, it’s worth asking whether the odds are stacked against you from the start.
Neglecting the Power of Mentorship and Networks
Kulkarni and Mishra (2021) reviewed peer-reviewed literature and found that women in both developed and developing countries face similar career challenges — including poor networking opportunities. In New Zealand, where business networks are often informal and relationship-based, women who lack access to mentors and sponsors miss out on inside information, referrals, and advocacy. Fixing this means being intentional about building connections, not just hoping they happen.
Ignoring Sector-Specific Barriers
A one-size-fits-all approach doesn’t work. The 2025 study showed that technology and finance have stronger glass ceilings than healthcare and education. In tech, the lack of female role models and the “bro culture” can be a major deterrent. In finance, long hours and male-dominated networks create roadblocks. Understanding the specific barriers in your sector is the first step to addressing them.
How to Break Through: Practical Steps That Work
Invest in Education and Skill Development
Higher education strongly correlates with leadership advancement. Women with postgraduate degrees are more likely to hold senior management positions and earn higher salaries. But it’s not just formal degrees — vocational training and skills development programs can also open doors. For example, learning digital marketing, data analysis, or financial modelling can give you an edge in sectors where those skills are in short supply. If you’re looking to upskill, a good business leadership book can be a practical starting point.
Build a Mentorship and Sponsorship Network
Mentorship offers guidance, but sponsorship is about someone actively using their influence to open doors for you. The research shows that women who have sponsors are more likely to be promoted. Start by identifying leaders in your organisation or industry who share your values. Ask for specific advice, not just general career tips. Be prepared to offer something in return — a fresh perspective, a project update, or help with a task. A strong network can also be built through community groups and professional associations, which are particularly valuable in New Zealand’s smaller business environment.
Recognise and Navigate the Glass Cliff
If you’re offered a leadership role in a company that’s clearly struggling, pause and assess the situation. Ask about the company’s financial health, the expectations for the role, and the support you’ll receive. A transparent board will welcome those questions. If the role is genuinely risky, negotiate for a transition period, a clear performance framework, and the authority to make changes. Understanding the glass cliff doesn’t mean turning down every risky role — it means going in with your eyes open.
Champion Diversity and Inclusion Policy
Companies that actively promote diversity and inclusion see better outcomes for women. The research indicates that inclusive leadership — where leaders listen, value different perspectives, and create psychological safety — helps break down barriers. If you’re in a position to influence policy, push for transparent promotion criteria, flexible work arrangements, and bias training. For smaller businesses, even simple changes like having a diverse shortlist for every role can make a difference.
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| Barrier Type | Glass Ceiling | Glass Cliff |
|---|---|---|
| Definition | Invisible barriers to advancement | Promotion to risky roles during crises |
| Timing | Ongoing throughout career | Often at a career peak |
| Outcome | Stalled career progression | High risk of failure and blame |
| Example | Women passed over for CEO | Theresa May, Mary Barra, Jane Fraser |
Frequently Asked Questions About the Glass Ceiling in NZ Business
Is the glass ceiling worse in New Zealand than in other countries? ▾
What is the difference between a glass ceiling and a glass cliff? ▾
How can male colleagues and leaders help break the glass ceiling? ▾
Does education level really matter for breaking through? ▾
Are there legal protections in NZ against the glass ceiling? ▾
Five Generations From Now — Unless We Change the Pace
The projection that equal representation in national leadership won’t arrive until 2063, and for heads of government until 2150, is not a prediction — it’s a warning. If nothing changes, women today will be five generations removed from seeing a world where leadership looks like the population. That’s not a minor delay; it’s a structural failure.
What the research makes clear is that the glass ceiling is not a single problem with a single solution. It’s a collection of barriers — some organisational, some cultural, some personal. The most effective responses are targeted: sector-specific strategies, intentional mentorship, and awareness of traps like the glass cliff. For New Zealand businesses, the cost of ignoring these barriers is lost talent, reduced innovation, and a weaker economy.
Remember: this article is general information only. For advice on your specific situation, speak to a qualified professional.
If this was useful, you might also want to read Investing in Your Team: Why Employee Wellbeing Is Good for Business in NZ.
Sources and Further Reading
Navigating NZ’s Evolving Workplace Culture: Inclusivity and Diversity — A look at how inclusivity policies are reshaping New Zealand workplaces.
Risk-Taking Rewarded: Are NZ Businesses Too Cautious for Real Growth? — Explores the comfort with risk that often holds women back from top roles.
Women’s Entrepreneur Network (2024). Stories of women breaking glass ceilings. 🔗
James, J. (2025). Breaking the Glass Ceiling: A Qualitative Study on Gender-Based Career Advancement Barriers across Job Sectors. International Journal For Multidisciplinary Research. 🔗
Sage Publishing (2025). Breaking glass ceilings and glass cliffs to accelerate action on International Women’s Day 2025. 🔗
UN Women (2024). Women in politics: 2024. 🔗
