Women in business. Picture: Bizmod
South African companies are bringing more women into senior management, but too many are dropping out just before reaching the most powerful positions.
New data shows a sharp decline between senior and top management, exposing what experts call a “missing middle” in corporate leadership.
Numbers Tell the Story
The Commission for Employment Equity reports that women hold 37.7% of senior management positions but only 26.9% of top management roles — a drop of nearly 11 percentage points.
“This is concerning,” says Inge Lawrence from Bizmod. “Experienced women are reaching senior levels but are not progressing into the C‑suite at the same rate.”
Just Share’s analysis of the JSE Top 40 echoes the divide: women held 36% of board positions in 2024, but only 23% of executive‑management roles.
Beyond Representation
Board seats matter, but executive roles carry direct responsibility for strategy, operations, performance and capital allocation.
Lawrence explains: “This tells us the problem is not simply a shortage of qualified or ambitious women. The critical question is what happens to them when the most powerful positions become available.”
The loss has wider consequences. Employers invest heavily in leadership development, institutional knowledge and relationships. When women leave or stall, that investment is lost or underused.
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Barriers and Solutions
Research from UCT shows nearly half of South Africa’s gender pay gap stems from women working at lower‑paying companies, with the gap greatest from their mid‑20s to mid‑40s — years often dominated by care responsibilities.
“Too often, organisations interpret reluctance as a lack of ambition,” says Lawrence. “They should be asking whether women have received sponsorship, career‑defining assignments and practical support.”
Bizmod recommends tracking movement through the pipeline, auditing access to career‑making work, and turning mentorship into sponsorship.
The Test of Transformation
Lawrence concludes: “Women do not need another August campaign telling them to lean in. They need transparent pathways, equitable access to opportunity, and leaders accountable for diverse successors.”
For corporate South Africa, the real test is not how many women enter leadership — but how many remain when the most important seats become available.
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