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‘Gender representation’, especially in leadership roles, has been staring at us for a long time, despite women making significant marks (as leaders) across different industries. In 2025, this is still a matter of discussion, and that’s a concern.
With March, there’s also the onset of Spring and International Women’s Day, where women are celebrated, their roles appreciated, and are made to feel special about being a woman but what after March 8 or before it?
We are not discussing anything new, in fact, we have been talking about ‘women in leadership roles’ for a very long time now yet it remains a serious topic of discussion – why is it so?
Asia Education Digest talks to Olga Golovina, Head of PR at Humanoid, and Mehak Kasbekar, Country Manager and Editor-in-Chief at Brut India & TEDx Speaker, to hear some real experiences and stories to delve deeper and get a clear picture of the ground reality in two nations, one which has been evolving as a superpower and the other one which is one of the leading nations in the world. Their exclusive insights clear the air around how women in leadership roles are perceived, supported, and given what they deserve.
Question:As a successful woman in your field, what personal or systemic barriers did you face on your path to leadership, and how did you overcome them?
Olga Golovina: Communications hasn’t always been female-led, but as of today, women are playing a central role in the field. Especially in PR, journalism, and internal comms, it became one of the few industries where women were visible, vocal, and often in the majority at the mid-level. So no, I never felt out of place because of my gender.
That said, moving from just doing the work to leading others is a different story. It’s not automatic. It takes time to be seen not just as someone who delivers, but as someone who can make decisions, guide teams, and handle the pressure that comes with it. That part wasn’t handed to me. I had to grow into it.
What really made the difference for me was practice. Doing the work. Real projects, deadlines, people, pressure. That’s where you learn—not from slides or lectures, but from navigating actual situations. Of course, education is important. It gives you a base to build on. But real growth happens in the day-to-day. You try, you adjust, you keep going.
That said, the bigger barriers I noticed weren’t gender-related, they were socioeconomic. To get a good education, you need time, money, and a certain level of stability. Not everyone has that. And I’ve always been aware of how much easier it is to grow professionally when you’re not constantly fighting just to stay afloat. I was lucky in that sense, since I had access to learning, and I had a loving, supportive family. That kind of backing makes a huge difference. It gives you the space to try things, to make mistakes, and to figure out where you want to go next.
Mahek Kasbekar: One of the recurring challenges I faced was being taken seriously in rooms where I was often the only woman and sometimes the youngest. The assumption that authority belongs to a particular gender or age group was deeply ingrained. I learned to advocate for myself, to ask the uncomfortable questions, and, more importantly, to create an environment where other women didn’t have to fight those same battles alone.
Question:Gender representation in leadership roles continues to lag across industries. From your experience, what are the invisible challenges, and what refuses to change?
Olga Golovina: The numbers are improving. Nowadays, women make up 29% of C-suite positions, compared with just 17% in 2015. More women are at the table now, and in some companies, they're already leading the conversation. But the shift isn’t uniform. Often, it’s not resistance, it’s habit. Decisions are still made in familiar circles, and those circles don’t always open on their own. What helps is not another manifesto but regular, unglamorous work: who’s promoted, who’s invited into the room, who’s heard when they speak.
Mahek Kasbekar: It’s all the stuff no one really talks about. Like how men often get promoted based on potential, and women have to already be doing the job to be considered. Or how so many decisions and opportunities come through informal networks, drinks after work, the golf invite, the casual chat with the boss, that women often get left out of.
Question:Motherhood is often cited—implicitly or explicitly, as a career-limiting factor for women. How has becoming a mother (or observing others who have) impacted career progression, and what structural changes do you believe are most urgent to support working mothers?
Olga Golovina: I’ve seen how much the outcome depends not just on whether there’s a policy in place, but on how it’s applied day to day. It’s one thing to offer parental leave or say the company supports working parents. It’s another to create a culture where someone taking that leave isn’t quietly penalised or sidelined. Real support shows up in how teams are structured, how deadlines are handled, and whether managers trust people to do their jobs without constant oversight. Flexibility only works when it’s built on trust, not guilt. And consistency matters—what’s offered on paper needs to be lived in practice. That’s where the real difference is.
That said, policy still plays a role. According to the European Parliamentary Research Service, EU law mandates a minimum of 14 weeks of maternity leave, with at least two weeks required around the time of birth. Most Member States go beyond this, offering extended and paid leave. But just as important is the availability of paternity or shared parental leave. Countries like Sweden, Finland, and Spain have already moved toward more balanced models, where both parents are entitled to paid leave and can share caregiving responsibilities from day one.
This isn’t just about fairness, it’s about options. If a woman wants to return to work earlier, her partner should have the legal and cultural support to step in. When caregiving isn’t automatically seen as “the mother’s role,” it creates room for real choice and better career continuity. It helps shift the conversation from individual sacrifice to shared responsibility. And that, in the long run, benefits everyone.
Mahek Kasbekar: I’m not a mother, but I’ve worked with so many amazing women who’ve struggled post-maternity leave. Sometimes their responsibilities are quietly shifted, or the opportunities just… stop coming. It’s subtle, but real. When I got into a leadership role, I made it a point to bring more flexibility into how we work. A baby is crying when the mother is mid-sentence in a Zoom meeting- it’s okay to make it normal to pick up your child, soothe them, and continue the meeting or join back in sometime. That’s not just about working from home, it's about reimagining productivity. Structurally, we need to stop treating motherhood like it’s a setback. It’s life. Let’s build workplaces that actually reflect that.
Question:Despite ongoing advocacy, the gender pay gap remains a pressing issue. Have you encountered it? What role should organizations and leaders play in closing this gap meaningfully?
Olga Golovina: Yes, the gap exists. In the EU women's gross hourly earnings are on average 12.0% below those of men. In the US, the situation is more or less the same: in 2024, women earned an average of 85% of what men earned. However, it’s not always the result of bad intentions. More often, it comes from a lack of structure and silence around money. People don’t know what their colleagues earn, they don’t know what’s fair to ask for, and they hesitate to speak up. That’s where companies have a responsibility to step in. Not with vague commitments or polished reports, but with actual transparency: clear salary bands, defined promotion paths, and honest conversations about pay. And someone needs to monitor it consistently. Without accountability, even the best systems lose momentum, and the gap stays in place.
Mahek Kasbekar: No, I haven’t experienced it firsthand. But often the onus is placed on women to negotiate better rather than holding systems accountable. Companies need to stop putting the responsibility on women to “negotiate better” and actually fix the systems. Leaders must audit pay practices transparently and regularly. Compensation shouldn’t be a mystery but a part of responsible leadership.
Question:Political and cultural shifts are rampant globally, which are influencing the perception and implementation of DEI (Diversity, Equity, and Inclusion) efforts. According to you, how is this affecting real progress in the workplace? Is there a risk of DEI becoming a checkbox exercise?
Olga Golovina: Of course there’s a risk. Any good idea, when turned into obligation, starts to lose shape. But that doesn’t mean the idea behind it was wrong. DEI only works when it shows up in daily decisions: who gets hired, who is mentored, who’s included in conversations, and who gets promoted. It doesn’t need grand statements. It needs consistency, attention, and follow-through.
This shift is already visible in public relations. As Forbes reports, the industry once dominated by men is now being reshaped by women who are not just showing up, but leading the way.
Mahek Kasbekar: There’s definitely that risk. In some places, DEI has become a bit of a buzzword–lots of talk, not a lot of action. And when it becomes performative, people can tell. But when DEI is done well, it changes everything. It makes teams stronger, more creative, and way more resilient. We just have to make sure we’re not treating it like a one-off initiative. It has to be part of how we work every day.
Question:How can businesses create environments where DEI efforts are not only maintained but meaningfully integrated into leadership development, hiring, and workplace culture, especially amid shifting global narratives?
Olga Golovina: In my experience, it always starts with the small things. Who gets promoted. Who’s in the room when decisions are made. Who feels safe speaking up, and who quietly holds back. These signals shape culture more than any policy ever will. And they’re easy to miss unless you’re paying close attention, not just once, but constantly.
Leadership development plays a huge role. If you’re serious about inclusion, you have to look at who you’re investing in. Who’s being coached, who’s getting stretch opportunities, who’s being considered for the next step. These decisions shape not only individual careers but the future of the organisation. And if it’s always the same profiles getting through, nothing really changes.
Response:Make it everyone’s responsibility, not just HR’s. Tie it to real goals and hold leadership accountable. Bring diverse voices into decision-making early, not as a rubber stamp at the end. Also, mentorship and sponsorship programs that actually work can change the game. And honestly? Just listen. A lot of the answers are already in the room. People just need to be heard.
Question: There’s a growing call to reimagine leadership through a more inclusive lens. What does inclusive leadership look like to you, and what values do you believe future leaders (regardless of gender) must embody?
Olga Golovina: I’ve never felt discriminated against, and I haven’t seen clear examples of it in my work. I’ve been fortunate to work in environments where trust and fairness were the norm, and that shaped how I see leadership.
Inclusive leadership, to me, is quiet and consistent. It’s less about having the answers and more about creating space for others to speak, try, and grow. The best leaders I’ve known listen carefully, ask good questions, and don’t need to dominate a room to have influence.
What matters most is presence, not performance. Future leaders need empathy, clarity, and boldness. Not just to support inclusion, but to build better teams.
Mahek Kasbekar: To me, inclusive leadership looks like someone who doesn’t always have to be the loudest voice, but makes sure everyone else is heard. It’s empathy. It’s self-awareness. It’s being open to learning and unlearning. The best leaders I’ve worked with are humble, generous with credit, and quick to ask, “What do you think?” Future leaders, no matter their background, need to lead with curiosity, not ego.
Question: What advice would you offer to young women who aspire to leadership roles but feel discouraged by structural inequalities or cultural expectations?
Olga Golovina: Don’t focus on your gender, focus on yourself. What do you want to do? Who do you want to do it for? How do you want to work? Clarity matters. When you’re clear on your goals, it’s easier to move forward, whether it’s toward leadership or anything else.
Leadership doesn’t start with a title. It starts with action. Lead something small. Take responsibility. Make decisions. And keep learning, education will help you stay ahead. You don’t need to fit into someone else’s idea of what a leader looks like. Define it for yourself, and build from there.
Mahek Kasbekar: Don’t wait until you feel 100% ready. Just go for it. Apply for the job. Pitch the idea. Take up space. You’ll grow into it. And find your people – mentors, peers, allies who will support you and call you out when needed. The system isn’t perfect, but we change it by showing up, speaking up, and helping each other rise.
Two women from two spheres, socio-economic situations, and different working atmospheres, shared insights into the current working atmospheres in their respective nations. It gave us the closest possible look into the prevailing concepts of power dynamics among men and women; while gender isn’t an issue in the UK, it is quite a factor in Indian boardrooms. Surprisingly, a gender pay gap exists in the UK, while Mehak said she did not experience it firsthand. Both Olga and Mehak believe that there is a risk of DEI becoming a checkbox exercise. However, the situation isn’t all grim, as Golovina elaborates on how women are taking up central roles in industries where women are more visible. She also shares how her supportive family plays an important role by making it easier for her to access quality learning and create her pathway thereafter. With decades of enriching experience, Mehak encourages aspiring younger women to “Take up space,” claim their part in crucial roles, and make themselves heard.
While it’s clearly unfair to draw any comparison, we can certainly say that workspaces around the world are maturing at their own pace and for the better. Accepting women in leadership roles is the real deal. Till that happens everywhere and beyond, the show must go on because excellence is your habit.