Today I would like to speak about an important issue: the obstacles women often face in their careers and how we can work together to overcome them. Although significant progress has been made in recent decades, many women still encounter barriers that prevent them from reaching the highest levels of leadership and decision-making. Recognising these barriers is the first step towards creating a more equal and inclusive society.

One of the most well-known concepts when discussing gender inequality in the workplace is the "glass ceiling." This refers to an invisible barrier that prevents women from advancing to top positions, even when they have the qualifications, experience, and skills needed for leadership roles. The barrier is rarely written into policies or rules, yet it exists through subtle discrimination, unconscious bias, and long-standing social expectations about gender roles.

For example, women are sometimes perceived as less committed to their careers because they may become mothers or take time off to care for children. These assumptions can influence decisions about promotions, leadership opportunities, and career development. When motherhood leads to disadvantages in earnings, professional growth, or access to opportunities, this is often referred to as the "motherhood penalty." Many women experience this penalty because they carry a greater share of caregiving responsibilities, which can affect their career progression over time.

In many workplaces, women still struggle to reach the same leadership positions as men. They are often concentrated in lower-level roles or in sectors traditionally associated with care and service, such as education, healthcare, and social work. These professions are vital to society, yet they are often less represented in the highest levels of management and decision-making. At the same time, leadership roles in business, politics, and other influential sectors remain largely dominated by men.

Another factor that contributes to this imbalance is the pressure many women feel to balance professional and family responsibilities. Some women choose positions with fewer leadership demands so they can better manage both work and family life. While these choices are often necessary and practical, they can also reinforce structural inequalities in career advancement. When workplace systems are not designed to support both caregiving and leadership, women may feel forced to limit their ambitions.

Alongside the glass ceiling, there is another phenomenon known as the "glass cliff." This occurs when women are promoted to leadership positions during periods of crisis or instability within an organisation. While this may appear to be progress, it often places women in extremely difficult situations where the chances of success are limited. If the organisation fails to recover, the woman in leadership may then be unfairly blamed for the outcome.

A well-known example is Theresa May, the former Prime Minister of the United Kingdom, who took office during a period of intense political uncertainty following the Brexit referendum. Leading during such a turbulent moment created enormous challenges and illustrates how women can sometimes be placed in leadership roles when risks are particularly high.

Another concept sometimes discussed in relation to women's leadership is the "Queen Bee effect." This describes situations where women who have reached senior positions appear reluctant to support the advancement of other women. In some cases, this behaviour may reflect the difficult environments they themselves faced while advancing in male-dominated institutions. When opportunities are limited, some individuals may feel pressure to protect their own position rather than open doors for others. It is important, however, to view this issue within the broader context of organisational culture rather than blaming individual women.

Encouragingly, efforts are being made to promote greater gender balance in leadership. Governments and institutions are introducing policies that aim to improve representation and inclusion. For example, large companies are required to ensure greater gender diversity on their boards. By 30 June 2026, companies must ensure that at least 40% of non-executive director positions, or 33% of all board positions, are held by the underrepresented gender. These measures are intended to create fairer opportunities and ensure that leadership better reflects society.

There are also initiatives designed to increase women's participation in politics and public life. Mechanisms have been introduced in parliamentary systems to encourage greater representation of women in decision-making bodies. Balanced representation is essential for healthy democracies and helps ensure that policies reflect the perspectives and needs of the entire population.

However, legislation alone cannot solve the problem. Real progress also requires cultural change. Workplaces need to support flexible working arrangements, work-life balance, and shared caregiving responsibilities between men and women. Encouraging fathers to take parental leave and promoting family-friendly policies can help reduce the unequal burdens that often fall on women.

In conclusion, breaking the glass ceiling and avoiding the glass cliff requires collective effort. We must recognise the invisible barriers that still exist and work to dismantle them. Women should have equal opportunities to pursue leadership roles, develop their talents, and contribute their ideas without facing hidden obstacles. By promoting fairness, respect, and inclusion, we can build workplaces and institutions where everyone-regardless of gender-has the chance to succeed and lead.

Vania Agius Tabone lectures at the University of Malta