More than two-thirds of respondents (69%) to a new UK survey say that gender bias is a barrier to progressing into leadership positions. This challenge is most pronounced among younger professionals, with 80% of those aged 18-24 identifying it as a barrier. The research, carried out by The Pipeline, a leadership development and executive coaching organisation focussed on helping organisations achieve greater gender diversity at the most senior levels, sampled 2,000 women and 500 men in work across the UK.
The vast majority of Asian women (80%) cited gender bias as an impediment to their career progression, while 72% of those already in senior management positions also reported experiencing this barrier.
For women from ethnic minority backgrounds, the challenges are compounded by racial discrimination. Almost eight in ten black women (79%) said that racial or ethnic bias blocks their career progression, while an even higher proportion of Asian women (83%) reported facing similar barriers.
Overall, the survey found that one in five women (18%) believe that their gender has had a negative impact on their career, compared to just 4% of men who say the same.
Age discrimination also affects women disproportionately. More than four out of 10 women in work have been told at some point in their career that they are too young or too old for leadership positions. Among young women specifically, a majority (53%) say their age is a significant barrier to progressing in their career.
Spotlight on professional networks and mentorships
More than three-quarters of women (77%) say a lack of access to networks prevents them from progressing into leadership positions, with this challenge remaining consistent across age groups. Among the youngest professionals aged 18-24, the figure rises to 81%. Similarly, 80% of women cite lack of access to mentors as a barrier.
"One big challenge for me is gender bias. Sometimes people make unfair judgments based on gender," said one woman surveyed as part of the research.
The Pipeline calls on businesses to actively tackle bias by breaking down systemic barriers through structured sponsorship and mentoring programmes for under-represented groups. For organisations, the message is clear: bias will not disappear on its own. Companies must build structured sponsorship and mentorship programmes that actively support young women and underrepresented groups. Reverse mentoring, where senior leaders learn from junior staff, can also empower younger employees to build skills, confidence and visibility.
"The finding that 2 in 3 women say gender bias is a barrier to progression proves systemic barriers still hold women back, particularly young, Asian, and Black women," said Professor Geeta Nargund from The Pipeline. "If businesses are serious about profitability then they must build diverse leadership teams. It is not a nice-to-have; it is essential."