Representation Matters and So Does Retention: What the Latest Female CEO Data Really Tells Us
Every year, new data on gender representation in the C-suite sparks the same reaction: We’re making progress… but not nearly fast enough.
This year is no different. According to new research from Staffing Industry Analysts, women now make up just 7% of global CEOs, though those who do reach the top earn slightly more than their male counterparts.
As Raquel Gallant, Managing Partner, Executive Search, put it:
“The good news is that women CEOs saw compensation rise. The bad news? They still make up only 7% of S&P leadership. Progress means celebrating the gain—but also asking why the number is still so small.”
The headline is encouraging. The story beneath the surface is more complex and far more important for HR leaders planning 2025–2026 talent strategies.
This isn’t just about representation. It’s about retention.
Because attracting women into executive roles means little if organizations can’t keep them.
The Data Behind the Headline
A deeper look at the latest findings shows:
Female CEOs remain dramatically underrepresented at 7%.
Pay parity is improving—slightly.
Pipeline roles (VP, SVP, GM) still show significant gender gaps
On paper, the compensation data looks like a win. But pay parity doesn’t solve the underlying issue: too few women are being positioned, supported, and retained long enough to ascend to CEO roles.
Representation Isn’t the Only Challenge: Retention Is
Research from Deloitte echoes what we see firsthand: women leaders are more likely to face burnout, carry heavier workloads, and feel isolated at the top.
Not because they weren’t capable.
Not because they weren’t successful.
But because the structure around them wasn’t designed for sustained success.
Common retention patterns include:
High expectations, low support
Isolation at the executive tier
Board or ownership misalignment
Invisible performance pressure
This is where onboarding becomes retention, not paperwork.
The Bigger Organizational Risk: The Leadership Cliff
Increasing representation at the point of hire isn’t enough. The real risk is systemic. The leadership pipeline is thinning faster than it’s being replenished.
McKinsey & Company's research shows that women at the Manager → Director → VP stages are exiting at higher rates than men.
This is why the CEO number is so low: It is a lagging indicator of a pipeline that’s been leaking for years.
Coming January: Our updated Compensation & Hiring Guide with fresh executive pay and demand insights. Anyone who downloaded a previous version will receive it automatically.
What the Best Companies Do Differently
High-performing organizations that successfully hire and retain women in leadership share several habits:
1. They define success early—and together.
Role clarity in the interview process is one of the strongest predictors of retention. The best companies put the hard conversations upfront:
What does success look like in 30/60/90 days?
What’s realistic in year one?
What is not part of the role?
When expectations are aligned early, leaders walk in confident and stay longer.
2. They align boards and hiring managers before the search.
Misalignment—especially in family-owned, PE-owned, and founder-led companies—is a major contributor to early turnover. The organizations that get this right ensure every stakeholder shares the same answers to:
Why this hire now?
What authority will this leader truly have?
What decisions will require alignment or approval?
When the board, CEO, and hiring manager aren’t on the same page, the leader ends up managing the misalignment instead of leading.
3. They support leaders as people, not just performers.
The companies that retain women leaders understand that executive performance starts with executive well-being. They build real support systems — clear communication norms, decision-making autonomy, and honest early check-ins — that allow leaders to be human, not superhuman. When leaders feel supported as people, not output machines, they stay longer and deliver more.
4. They avoid the “fix everything” job description.
Over-scoped roles disproportionately impact women in transformative or first-time executive roles. High-performing companies resist the temptation to combine three roles into one. They right-size the mandate, resource the work, and prioritize the first 90 days.
A focused executive is effective. A stretched one burns out.
5. They make the first 90–180 days a retention strategy, Not a task list.
The best companies treat onboarding as the make-or-break window it is.
They:
Set clear priorities
Establish decision rights
Reduce “first-90-days heroics”
Create early wins that build confidence and credibility
When onboarding is strategic, leaders feel aligned, supported, and positioned for long-term success.
Actionable Takeaways for HR Leaders and CEOs
To strengthen both representation and retention:
Invest in internal mobility paths, especially Director to VP transitions.
Align stakeholders before a search begins. One of the top three reasons women exit early is mandate confusion.
Audit workloads at the executive level—over-scoped roles create predictable burnout.
Build sponsorship, not just mentorship—sponsorship is one of the strongest predictors of advancement.
Treat your CEO pipeline as a multi-year strategy.
Why This Matters Heading Into 2026
January and February consistently show a rise in job-search and turnover activity, as employees use the new year to reassess their roles.
If women leaders are already navigating unclear mandates or unsustainable workloads, Q1 is where that friction turns into exits.
Representation gets women in the door.
Retention keeps them long enough to lead.
And companies need both.
At Ascentria, This Isn’t Theoretical
Three-quarters of our team is female, and even within a small, intentionally flat organization, women lead major functions across recruiting, operations, and client delivery.
Supporting women in leadership isn’t a statement for us — it’s a daily practice.
And it gives us a front-row view of how clarity, alignment, and realistic expectations shape long-term success, not just in our own team but across the clients we serve.
The Bottom Line
Companies don’t just need more female CEOs.
They need systems that help women stay, thrive, and grow into those roles.
The latest data is a reminder that progress isn’t guaranteed. But with intentional hiring, aligned expectations, and strong executive support systems, organizations can build leadership teams that reflect both their workforce and their future.
If you need support defining roles, aligning stakeholders, or strengthening your leadership pipeline, the Ascentria team is here to help.