Women Leaders in Pharma (2025 Edition): The Work Continues, the Impact Grows

Across the pharmaceutical industry, women leaders are delivering innovation, enhancing patient outcomes, fostering inclusive work environments, and ultimately driving significant business results. Their leadership is not just beneficial—it is essential to the long-term success and sustainability of healthcare organizations. Research consistently affirms that diverse leadership teams yield better business performance, increased innovation, and improved decision-making.^2,3

Despite incremental gains over the past decade, the percentage of women in leadership roles continues to lag behind that of men due to systemic barriers.

• Women in the U.S. outperform men academically, earning 56% of college degrees and expressing equal ambition to reach leadership roles.¹​
• At entry-level, women represent 48% of the workforce, yet only 39% get promoted to manager, creating a “broken rung” that limits career progression. ¹​
• While women in senior positions have increased, many of these roles remain in support functions rather than in core business leadership with P&L accountability.^4​
• Women are less likely to receive high-visibility projects and sponsorships which are critical for leadership pipelines.^4​
• Work-life balance expectations, caregiving responsibilities, and unconscious bias contribute to fewer women in senior leadership.​

Women’s leadership in pharma isn’t just about equity—it’s a strategic advantage.

In pharmaceutical and life sciences organizations, where complex problem-solving and cross-functional collaboration are critical, the impact of women’s leadership is even more pronounced. A recent study found that teams with gender-balanced leadership demonstrate higher levels of creative problem-solving and increased adaptability in times of change. ^4​

Companies in the top quartile for gender diversity on executive teams are 25% more likely to achieve above-average profitability.²​ Organizations with the highest proportion of women on executive committees see a 47% higher return on equity compared to those without female executives.¹⁰

Moreover, women leaders are often at the forefront of driving patient-centered innovation. Female executives bring unique insights into patient needs, as studies indicate women make 80% of healthcare decisions for their families.⁵  By ensuring greater representation of women in decision-making roles, life sciences and pharma companies can enhance their ability to develop solutions that truly resonate with patient populations.

Beyond the Business Case: The Transformative Impact of Women Leaders

While the statistics are compelling, the true impact of women leaders is seen in their ability to shape workplace culture, mentor the next generation, and drive meaningful change.

• Cultivating Inclusive Cultures: Organizations with strong female leadership report higher employee engagement, stronger psychological safety, and lower turnover rates.⁶ Women leaders are more likely to create cultures that promote a more engaged and effective workforce. More engaged employees are more productive and drive greater business results.
• Advancing the Next Generation: Women in leadership positions play a critical role in mentoring and sponsorship. Studies show that employees with a female mentor or sponsor are more likely to receive promotions, gain access to high-impact projects, and stay with their organizations long-term.⁷ Investing in structured mentorship programs, particularly those that engage both male and female mentors, is a proven strategy to ensure sustained leadership development.
• Driving Innovation Through Representation: Diverse leadership teams are more likely to bring new perspectives that challenge the status quo. This is particularly crucial in pharma, where innovation is the lifeblood of progress. Women leaders bring unique strategic perspectives to R&D, Clinical and Commercial, often identifying opportunities that address gaps in underrepresented patient populations.⁸

A Call to Action: Advancing Women in Pharma Leadership

Let’s be clear. Our goal here is not simply to advance women to leadership positions because they are women.  Rather, this is about ensuring we have the best leaders at all levels of the organization and the issue is simply a math problem. As previously mentioned, there are more women graduating university and entering the workforce yet they remain underrepresented in executive leadership roles across the industry, holding merely 37% of executive positions in biotech and pharma⁹.  So, you have ~50% of the workforce as women, but as you move up the hierarchy that percentage drops.   All this means is that we are leaving significant talent on the table and this is ultimately hurting company performance.

The progress made is worth celebrating, but the work is far from over. There are specific differences between men and women in the workplace and unconscious biases that exist, which currently inhibit women from advancing.  To address this, we must take deliberate action to addresses the specific needs associated with both male and female employees so that the best talent from both genders has the opportunity to advance. For women, this means fostering sponsorship, not just mentorship; ensuring equitable access to career-advancement opportunities; and holding ourselves accountable for creating pathways to leadership that are truly inclusive.

Companies must take deliberate steps to ensure that leadership pipelines are not just open to women but also address the specific aspects that may be preventing them from even applying.

Here are some ways that organizations can address specific issues that may be impacting women from advancing:

1. Commit to Measurable Goals: Organizations that set clear, data-driven goals see greater progress. Setting targets for female representation in the leadership pipeline and tracking progress transparently is key.
2. Expand Sponsorship and Allyship: Male allies and executive sponsors play a critical role in advancing women leaders. Companies should formalize sponsorship programs to ensure high-potential women receive the visibility and opportunities they deserve.
3. Reevaluate Leadership Pathways: Traditional leadership development programs often fail to address systemic barriers women face. Organizations should offer tailored leadership programs that provide strategic career guidance, skill-building, and executive coaching.  Men and women are not the same, so let’s stop rolling out one way of doing things.
4. Address Unconscious Bias in Promotions: Leadership potential is often assessed through a biased lens that favors traditionally masculine traits. Implementing structured evaluation criteria and diverse hiring panels can mitigate bias and promote equity in advancement decisions.
5. Strengthen Work-Life Integration Policies: Flexibility is not just a benefit—it is a business imperative. Policies that support work-life integration, such as parental leave, caregiving support, and hybrid work models, help retain top talent and foster an environment where both men and women can thrive.

Celebrating the Progress, Committing to the Future

The impact of women leaders in pharma is undeniable. They are not only transforming their organizations but also shaping the future of healthcare for generations to come. By celebrating their contributions and committing to targeted action, we ensure that the next generation of women leaders has the opportunity to rise, innovate, and lead at the highest levels.

The work is far from finished, but together, we can accelerate change. The question is no longer why women’s leadership matters—the evidence is clear. The question is: What are we doing to ensure that the right, talented women have the opportunity to lead (similar to ensuring the right, talented men have that opportunity)?

Citations

1. McKinsey & Company (2025) – Author Talks: How women can overcome the ‘broken rung’
2. McKinsey & Company (2023) – Women in the Workplace Report 
3. Harvard Business Review (2022) – The Impact of Gender Diversity on Business Performance 
4. Smith et al. (2023) – Journal of Organizational Behavior: The Role of Gender-Balanced Leadership in Innovation and Adaptability 
5. Rock Health (2022) – Women’s Influence in Healthcare Decision-Making
6. Gallup (2023) – Employee Engagement and Inclusive Leadership
7. Lean In (2023) – Mentorship, Sponsorship, and Leadership Development for Women
8. BMJ (2022)– Addressing Gender Gaps in Pharma R&D and Patient Representation
9. Catalyst (2023)– Women in Life Sciences: Representation Trends in Executive Leadership 
10. Harvard Edu, Why Gender Equity in the Workplace is Good for Business​