The Broken Rung: the hidden leadership gap

Climbing the corporate ladder is often seen as a matter of talent, hard work, and opportunity. However, for many professionals, the biggest obstacle isn’t at the top but it’s the very first step.

This invisible barrier, known as the “broken rung,” refers to the lack of early promotions, particularly for women and underrepresented groups, preventing them from advancing into management roles. While discussions around leadership gaps often focus on the glass ceiling (referring to the challenges they face later on in their careers when moving into managerial roles) the real problem starts much earlier. When the first promotion is out of reach, the entire pipeline to leadership is weakened, creating a ripple effect that leaves fewer diverse leaders at the top. 

What steps can organisations take to break this cycle and create a fairer path to leadership for women? Does the concept of the glass ceiling still resonate with younger generations, like Gen Z, as they step into the workforce? This article delves into the root causes of the broken rung, its lasting impact, and the strategies organisations can implement to address it.

How does the broken rung keep women from leadership?

The data paints a concerning picture.  According to McKinsey’s “Women in the Workplace 2024: The 10th-anniversary report”, women remain underrepresented at every stage of the corporate pipeline, regardless of race or ethnicity. The biggest hurdle occurs early in their careers, where many women struggle to secure their first promotion (the broken rung). For every 100 men promoted from entry-level to managerial roles last year, only 81 women made the same leap. The disparity is even worse for women of colour, with just 7% of them advancing compared to their male counterparts.

Rather than the widely discussed “glass ceiling,” the broken rung is the biggest barrier to women’s career progression. Therefore, addressing this issue is crucial, not only to increase the number of women in leadership but also to strengthen the pipeline leading to C-suite roles (highest-level strategic positions). The effects of the broken rung extend far beyond individual careers, creating a ripple effect throughout organisations:

• Limited career advancement opportunities for women;
• Lower earnings and reduced benefits;
• Decreased job security;
• Negative impact on morale and job satisfaction;
• A lack of gender diversity in leadership affects overall organisational performance.

By fixing the broken rung, companies can drive meaningful change, fostering more inclusive and effective leadership structures.

Causes of the broken rung & solutions

The broken rung phenomenon is not the result of a single factor but rather a combination of systematic barriers that prevent women, especially women of colour, from advancing into leadership roles. These challenges are often ingrained in workplace cultures, hiring practices, and promotion systems, making them difficult to address without intentional effort. However, there are some ways to break the cycle.

Bias and discrimination

Unconscious biases, such as the belief that men are better leaders or more assertive decision-makers, along with stereotypes that women are less suited for power and competition, often lead managers to overlook women for leadership roles. As a result, women are held to higher standards and must “prove” their leadership abilities. These biases, both overt and subtle, influence promotion decisions, with common judgments based on physical appearance, marital status, family responsibilities, communication style, or accent. Despite having little to do with qualifications, these biases significantly impact career advancement, making it essential to address and counter such perceptions.

Solution: Implement mandatory unconscious bias and diversity training for all employees. As highlighted in the previously mentioned McKinsey & Company report, many companies are addressing these biases by setting clear evaluation criteria before reviewing candidates, sending bias reminders during interviews, and training hiring teams to recognise and mitigate discriminatory practices.

Lack of sponsorship and mentorship

Another issue reinforcing the broken rung effect is the lack of sponsors and mentors. Mentorship and sponsorship play a crucial role in career advancement (women with sponsors are 20% more likely to be promoted), yet women–particularly women of colour–are less likely to have access to influential sponsors who advocate for their promotions. While mentorship is about guidance, sponsorship goes a step further by actively opening doors for career opportunities. Without strong advocates and mentors in leadership positions, women struggle to secure promotions at the same rate as their male colleagues. To tackle this issue, organisations can implement several strategies.

Solution: Invest in active sponsorship programs by pairing high-potential women with senior leaders who can advocate for their career advancement. Also, provides structured guidance and support for women navigating their careers.

Unequal access to high-impact opportunities

Career growth often depends on exposure to high-visibility projects, leadership training, and stretch assignments that prepare employees for managerial roles. These opportunities provide critical skills, visibility with senior leaders, and the chance to demonstrate decision-making abilities in real-world scenarios. However, women are often assigned administrative or support-oriented tasks rather than strategic or revenue-generating projects. This imbalance limits their ability to build the skills and track record necessary for advancement. It also reinforces the outdated perception that men are more suited for leadership roles. 

Solution: Establish equitable project assignment practices that ensure all employees, regardless of gender, have access to high-impact opportunities. Additionally, offering leadership development programs and creating cross-functional project teams can give women more visibility and experience, helping break the cycle of unequal access.

Different expectations and performance standards

In many workplaces, men and women are assessed differently. Men are often promoted based on potential, while women are judged on past achievements, making it harder for them to advance where in fact, as per the American Psychological Association (APA) for American Psychologist, women are now perceived as equally or even more competent than men. The data analysed to prove it was based on 16 nationally representative public opinion polls, covering more than 30,000 U.S. adults between 1946 and 2018. The study examined perceptions of three types of traits: communion (e.g., compassion, sensitivity), agency (e.g., ambition, assertiveness), and competence (e.g., intelligence, creativity). Participants were asked whether they believed each trait applied more to women, men, or both equally.

Solution: Implement standardised, objective performance evaluation criteria, as well as policies to address discrimination and hold employees accountable for violations. Additionally, implementing transparent job postings, anonymised resumes, and clear evaluation criteria can help to create a more diverse approach.

Female relationship in the workplace

Discussions about what helps women succeed in the workplace often highlight the importance of having female role models. In the Women Who Make It Happen (WWMIH) series, many of the successful women interviewed emphasize the significant impact their female role models have on their careers. Moreover, many sources show that the benefits of mentoring extend far beyond personal development, it also helps women overcome the constraints of the glass ceiling. 

However, climbing the career ladder isn’t always easier with women by your side. Interestingly, when it comes to gender biases and workplace dynamics, some studies suggest that relationships between women can sometimes reinforce the broken rung. This phenomenon, known as ‘queen bee syndrome,’ occurs when women in leadership positions consciously or unconsciously hinder the advancement of other women. A well-known fictional example is Miranda Priestly from The Devil Wears Prada, who notoriously mistreated her subordinates. This leads to women leaving their jobs if the environment is too toxic. 

While the focus is often on the rivalry between men and women, the real issue can sometimes lie in competition among women themselves. Therefore, it’s crucial to raise awareness about harmful behaviours, bullying, and toxic work environments, and work towards creating supportive workplaces that foster collaboration, regardless of gender.

Fixing the broken rung

The broken rung creates a ripple effect that weakens the entire leadership pipeline. To fix it, organisations must take proactive steps like structured sponsorship programs, bias training for managers, transparent promotion criteria, and addressing disparities in early promotions. Providing tailored leadership development and setting clear representation targets are also crucial.

By focusing on these key actions, companies can create a more equitable workplace where talent (not gender) determines career advancement, and women have the support and opportunities needed to reach leadership roles.

 FAQs

What is a broken rung?
The “broken rung” term describes the persistent challenge where women, minorities, and other underrepresented groups are disproportionately held back from securing their first promotion into management. Unlike the often-discussed glass ceiling, which limits advancement at higher levels, the broken rung prevents talent from ever getting on the leadership ladder in the first place. 

What is the glass ceiling concept?
The term “glass ceiling,” which is typically used to describe women, refers to an imperceptible barrier that keeps a particular group from moving up the organisational ladder. Feminists originally utilised the metaphor to describe obstacles high-achieving women faced in their jobs. 

Does the glass ceiling concept resonate with Gen Z?
Gen Z has been significantly impacted by technology and the unique work environment created by the COVID-19 lockdowns. As they transition into hybrid work models, they might face challenges such as limited visibility, networking opportunities, and informal mentoring, which could hinder their career advancement. Their understanding of the professional world has been influenced by remote work and isolation with a chance to hit the glass ceiling.

How to fix the broken rung?
Fixing the broken rung requires a proactive approach, such as addressing unconscious bias, fostering a more inclusive culture, and identifying gaps in promotion and sponsorship. Discover more about the causes and solutions in this article.

What role do men and allies play in ensuring equitable promotions at the entry-level?
By actively sponsoring brilliant women and recommending them for chances based on their ability, men and allies play a critical role in securing equal entry-level promotions. They can also confront microaggressions, fight gender bias, and promote inclusive workplace practices.