According to research by Grant Thornton, in the UK, women make up only 30% of leadership roles. But why? Unfortunately, there’s no clear-cut answer.
We do know that Savanta’s research found a greater expectation of women to meet caring responsibilities than men. Not only that, but TUC analysis found more than 1.46 million women out of work entirely because of their caring responsibilities.
Similarly, according to the Office for National Statistics, women are three times more likely to work part-time than men. This has far-reaching implications for career progression and pay equity. But it doesn’t have to be this way.
The ‘Part-Time Penalty’
Part-time work can significantly affect career trajectory. While around 38% of women work part-time, only a small fraction of senior roles are available on a part-time basis.
This creates a clear barrier to progression, forcing many skilled professionals to choose between career advancement and family commitments.
The scarcity of part-time opportunities at senior levels reflects deeply ingrained assumptions about leadership roles:
Perceived Expectations
Senior roles typically demand:
- Full-time physical presence
- Extended hours beyond the standard workday
- Regular travel and off-site meetings
- Immediate availability for crisis management
- Extensive stakeholder relationship management
These perceived expectations disproportionately impact those with caring/personal responsibilities, creating what we call the “part-time penalty”—where reduced hours working becomes a career ceiling rather than a temporary arrangement.
The Gender Pay Gap Connection
There is also a complex relationship between working patterns and the gender pay gap. The latest data shows the UK gap remains significant, with the median gender pay gap in 2023 being 14.3%, in favour of men.
This can be impacted in a number of ways, including:
Career Progression Barriers
The lack of senior part-time roles creates a bottleneck effect:
- Talented professionals working part-time become stuck at middle management levels
- Skills and experience go underutilised
- Career progression stalls during key development years
- Pay progression also plateaus compared to full-time colleagues
Traditional Gender Roles
Despite societal changes, caring responsibilities remain unequally distributed:
- Women still provide the majority of childcare
- Women are more likely to care for elderly relatives
- Men face cultural pressure to prioritise work over family
- Traditional male breadwinner stereotypes persist
The Sacrifice Imbalance
Research shows that men are more likely to sacrifice family time for career progression, contributing to ongoing disparities:
- Men work longer hours on average
- Men are less likely to request flexible working
- Men report higher levels of work-family conflict
- Men face stigma when prioritising family over work
Changing The Seniority Culture
At 3R Strategy, we believe that flexibility isn’t just about allowing occasional work-from-home days or flexible start times—it’s about fundamentally rethinking how work gets done. Our team members have complete autonomy over their schedules, working patterns, and locations.
Even the CEO…
The only non-negotiables are meeting deadlines and maintaining high-quality output.
Trust Through Autonomy
This approach is built on a foundation of trust. Team members manage their timetables, whether they’re balancing childcare responsibilities, pursuing further education, or simply working during their most productive hours.
This isn’t just about accommodation—it’s about recognising that different people have different patterns of productivity and life commitments.
In fact, one of our team, Emma, wrote a LinkedIn post about how our approach to flexibility at 3R Strategy has meant she can work full-time instead of having to accept the ‘part-time penalty’ or even give up work altogether due to chronic illness.
Reimagining Leadership
UK CEO of Grant Thornton, Sacha Romanovitch describes a typical ‘hero model’ – a perfect individual who is at the beck and call of shareholders, attending endless meetings. Other, more collaborative, less all-consuming types of leadership are often just not an option.
It doesn’t have to be this way. Those who are quieter, more collaborative and who choose to leave the office on time to collect their children can be equally effective leaders.
Being a senior team member doesn’t have to mean sacrificing precious family life.
How to Close the Gap
Effective leadership isn’t about being constantly present—it’s about impact and outcomes. Rather than assuming senior roles must be full-time, we should:
- Analyse which aspects of a role (if any) truly require full-time presence
- Identify opportunities for job sharing or flexible working
- Create clear accountability frameworks for shared roles
- Establish support systems for flexible leadership
Performance Management
Develop a new approach that focuses on:
- Output and impact rather than hours worked
- Team development and engagement
- Factors beyond the individual’s control that may affect performance
- Regular feedback and objective reviews
Even with full-time employees, we can’t simply tell them to perform. What we can do is provide the right culture and environment for all of our colleagues to flourish—one that promotes health, wellbeing and productive relationships.
It’s about being flexible and treating them like adults—building trust that allows everyone to excel in a way that suits them.
The Business Case for Change
Organisations that adapt their approach see significant benefits such as:
Talent Advantage
- Broader and more relevant talent pool
- Improved retention rates
- Enhanced innovation
- Greater diversity of thought
- Higher employee job satisfaction
Business Performance
- Better decision-making
- Increased employee engagement
- Improved customer understanding
- Enhanced reputation
Conclusion
The choice between career progression and family life is a false one. Organisations that recognise this and adapt their structures and cultures accordingly will gain access to a broader talent pool and build more effective leadership teams.
Success today requires diverse perspectives and experiences. By creating progression pathways that accommodate different working patterns and responsibilities, we can tap into the full range of available talent while building more sustainable and positive leadership models.
If you’d like to find out more about how 3R Strategy can support your organisation, email us: sarah@3r-strategy.com