New Study Reveals Gender Disparities in Corporate Board Careers
A new academic article, “Unveiling Gender Disparities in Corporate Board Career Paths Using Deep Learning,” sheds light on persistent inequalities in access to leadership roles within corporate boards. The study was conducted by María Óskarsdóttir, associate professor at Reykjavík University, in collaboration with researchers from Western University.
The study is the result of a long-standing collaboration between María Óskarsdóttir and Cristián Bravo, with whom she has worked for over a decade. The collaboration has been supported by research grants, including funding from Rannís and an Erasmus+ mobility grant between Reykjavík University and Western University.
This work highlights how gender disparities can persist even when men and women have similar experiences and career histories. Women who attain board positions tend to have unusually broad and influential professional connections, suggesting that they must clear a higher informal threshold to reach the same roles as men. At the same time, connections among senior women emerge as an important source of support, pointing to the value of mentorship and sponsorship within underrepresented groups.
These disparities point to a structural form of disadvantage rooted in the professional network itself, thereby shifting the attention from individual shortcomings to organisational practices. It underscores the importance of widening recruitment channels, reducing overreliance on closed networks, and actively fostering inclusive professional relationships. Addressing these hidden structural barriers is essential for building more equitable and effective corporate leadership.
The research examined data from more than 700 publicly listed Canadian companies between 2000 and 2022. In total, over 19,000 executives and board members were analysed to better understand how professional networks influence board appointments.
Women Face Higher Barriers to Leadership
The study focused on the relationship between gender and professional networks, aiming to uncover how such networks can both support and hinder progress toward gender balance in leadership roles.
Professional relationships formed over the course of a career, for example, through shared academic training at the same institutions, workplaces, collaborations, and mentorship, are a major pathway into senior positions. These networks are not simply a record of past experience; they actively shape access to information, endorsements, and opportunities. When leadership selection relies heavily on such relationships, even subtle differences in how networks are built and valued can produce lasting inequality.
We found that greater demands are placed on female executives than male ones, and that all the networks they build throughout their careers are crucial for reaching top positionsþ We saw that women who reach top positions tend to have stronger and more far-reaching networks, as well as a more central role within them. It is not enough to know many people, they also need to know the right people and build bridges between different groups.
Said María, adding that their findings highlight a clear glass-ceiling effect: female board members must build wider and more influential networks than men to reach similar positions of influence, even when their demographics and career paths are comparable. Gender-specific personalised PageRank further reveals the strong role of female-to-female connections in advancing women.
This research contributes to a broader discussion of corporate governance and gender diversity, highlighting the need for inclusive networking and mentorship initiatives to reduce existing barriers.
Supporting Women Throughout Their Careers
María notes that while Iceland has made significant progress in gender equality compared to many countries, the findings reveal the extent of the work that remains globally, even in advanced economies like Canada.
To ensure that the most talented women can reach positions where they can excel, we need to support them throughout their entire careers.
Says María, emphasising the role of universities in fostering social environments where networks can form, as well as the responsibility of companies to design long-term talent development strategies.
If these initiatives are built with a long-term vision, supporting individuals over decades, the momentum needed to advance equality in leadership will grow even stronger.
She concluded.
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