Artificial intelligence, data analytics, and innovation are often described as the engines of future leadership. But according to the Capgemini study on gender and leadership, the world still views these skills through a gendered lens. The Capgemini Research Institute, in its report “Gender and Leadership: Navigating Bias, Opportunity and Change,“ finds that gender stereotypes continue to influence how people view leadership and capability. Many people continue to associate technical and analytical excellence with men, while seeing empathy or emotional intelligence as more “feminine.”
The Capgemini Research Institute’s global survey of 2,750 senior leaders across 11 countries found that gender stereotypes still influence perceptions of leadership, opportunity, and capability. The group consisted of 1,375 women, 1,372 men, and 3 non-binary individuals. Due to the small number of non-binary participants, the findings were limited to men and women. From pay and promotions to access to high-profile assignments, gender continues to decide whose potential is recognised — and whose is overlooked.
Is Artificial Intelligence still seen as a man’s domain?
The Capgemini study shows that the workforce still sees artificial intelligence as a male-dominated field. When asked which skills will define leadership in the future, both men and women pointed to AI proficiency, data analysis, innovation, and agility as the most important. At the same time, men and women attach different perceptions to these skills.
Most men described four of the six critical skills (AI, data analysis, innovation, and agility) as “masculine.” They viewed confidence as gender-neutral and emotional intelligence as “feminine.” Women, on the other hand, considered most of these same skills, including AI, data analysis, agility, and confidence, as gender-neutral. Only 36% of women saw innovation and emotional intelligence as more “feminine.”
Another problem was that men and women don’t feel very confident about their technical skills. Only 45% of women and 47% of men reported being proficient in using AI and automation. These low confidence levels, combined with ongoing stereotypes about who is “better” at technical or innovative work, can make gender bias stronger. At the same time, it slows down progress toward equal leadership opportunities.
Capgemini study on gender and leadership: Gender-based perceptions influence pay levels
Gender continues to play a role in how people are paid. In many organisations, women face obstacles in compensation, while men often gain an advantage. Only half of all respondents believe that pay is fair and equal for similar roles in their workplace. When broken down by gender, 54% of men agree that compensation is fair, compared with 46% of women.
More than half of women (53%) say they have faced negative bias in pay because of their gender. For men, 30% report experiencing negative pay bias. At the same time, 40% of men say they have benefited from a pay advantage simply because they are male.
Gender bias in promotions continues to overlook talent
Perceptions of gender bias in promotions continue to be a significant concern. It often results in qualified candidates being overlooked for leadership roles. Just over half of all respondents (52%) believe that men and women have equal chances for promotion in their organisations. Upon closer examination, 50% of men believe opportunities are equal, while 54% of women agree with the statement.
Despite this, 79% of respondents report that the system often overlooks qualified individuals for leadership positions. Among these, 45% believe this happens equally to men and women. However, 39% point out that women are the ones most frequently overlooked.
A lack of transparency in promotion criteria emerges as a key barrier to career advancement. Almost half of men (49%) say unclear promotion rules hold them back, and 56% of these men believe gender plays a role. Similarly, 42% of women view unclear criteria as a barrier, with 54% stating that being a woman makes it more challenging.
Even when organisations aim to offer equal opportunities, confusing promotion processes and ingrained biases often prevent talent from advancing fairly, particularly affecting women aspiring to leadership roles.
When gender determines access to roles and opportunities
As a result of gendered stereotypes, women face bias, while men often benefit from it. Six in ten men (60%) say their gender has helped them in their careers. On the other hand, four in ten women (40%) report facing bias when it comes to opportunities to travel or relocate for work. A similar number of men (42%) say they have gained an advantage from their gender in these opportunities.
Looking at opportunities to move roles, only 20% of women say they have benefited because of their gender, 33% report negative bias, and 47% feel gender does not affect them. For men, 60% feel their gender has helped them, 21% report bias, and 19% see no impact.
Inevitably, men are more likely to benefit from gender in accessing new roles and opportunities, while women are more likely to face barriers. Women missing out on high-profile assignments or relocation chances can slow their career growth and reduce their visibility in the organisation.
Leadership defined by ability, not gender
Although the report highlights persistent gender bias, it also reveals promising signs of progress. Both male and women leaders now recognise that women are just as effective in leadership roles as men. In fact, more than three-quarters (77%) of respondents from both genders agree on this, marking a shift from past trends where women often underestimated their own abilities.
Confidence among women leaders has also grown. 58% of women now cite confidence as one of their key strengths, closely matching men at 59%. This ever-increasing self-assurance is reinforced by 68% of respondents noting how having more women in leadership roles improves business performance.
In fact, companies with women CFOs saw an average 6% increase in stock price within six months of their appointment and were more likely to exceed earnings expectations over the following two years.
A Forrester study also highlights that profits can be nearly 50% higher when women are well represented in senior management. Unilever’s Global Talent Strategy, for example, resulted in a 40% rise in women leaders and a 30% boost in sales, demonstrating a clear connection between gender-inclusive leadership and better business results.
Experts speak
“As technologies such as AI continue to disrupt the current business environment, leaders, regardless of their gender, must equip themselves with skills to navigate and shape the future of their function,” said Sarika Naik, Chief Corporate Responsibility Officer at Capgemini and member of the Group Executive Committee. She also says that “It is crucial to recognise that gender stereotypes distort perceptions of leadership skills and consequently influence career progression for male and female executives. If left unaddressed, bias can also lead to widening the gender gap in the workforce. Organisations must work to disrupt these biases through increased training and intentional systematic interventions to build truly inclusive leadership cultures.”
Capgemini study on Gender and Leadership: Confronting the hidden bias in modern workplaces
The “Gender Bias and Career Growth: Challenges in Pay and Promotions” study reveals that gender still influences career opportunities in many organisations, affecting both women and men in distinct ways. Women face barriers in pay, promotions, and access to high-profile opportunities, while men are more likely to benefit from their gender. Technical skills, such as AI, data analysis, and innovation, are still often perceived as “male” domains, creating hidden obstacles for women aspiring to leadership.
The findings show that organisations need to address bias clearly and consistently. Fair pay, open promotion processes, and providing women with opportunities to take on visible, high-profile roles are all essential. By breaking down stereotypes and supporting inclusive leadership, companies can harness the full potential of every individual’s talent, building stronger, more innovative, and more successful teams.
Changeincontent perspective
The findings of the Capgemini study on gender and leadership reveal a truth that many organisations still avoid confronting — bias has evolved, not disappeared. The workplace no longer denies women entry; instead, it subtly questions their authority, technical ability, and worth.
While 77% of leaders now agree that women are just as effective as men, perception gaps in pay, promotions, and access to new roles show that inclusion remains conditional. What Capgemini’s research underscores is that bias is not always loud — sometimes, it’s algorithmic, structural, or even polite. True equity in leadership will require companies to go beyond diversity metrics and rebuild systems of evaluation and advancement from the ground up.
Inclusion is not just about giving women a seat at the table — it is about redesigning the table itself.
Also Read: Women’s empowerment: The pillar of an inclusive society.
Disclaimer: The views expressed in this article are based on the writer’s insights, supported by data and resources available both online and offline, as applicable. Changeincontent.com is committed to promoting inclusivity across all forms of content. We broadly define inclusivity as media, policies, law, and history. It encompasses all elements that influence the lives of women and marginalised individuals. Our goal is to promote understanding and advocate for comprehensive inclusivity.
