2–3 minutes read
Leadership trends are changing – the focus is now shifting from how organisations help women reach leadership positions to ways they will progress once they get there.
With data showing that six out of ten women in senior positions are more likely to report burnout, which appears to be the highest level seen in the last five years (McKinsey and Leanin.Org’s 2025 report), it is important to emphasise that this should not be seen solely as a warning. It should rather be taken as an opportunity for organisations to further review the sustainability of the leadership they base their business on and see what they can do to build a system that will ultimately support women who drive innovation and strive for a different culture.
From the topic of burnout to sustainability
The current statistics correlating female leadership and burnout present a possible misconception that may put in question the ability of female leadership in general. However, this should not be the case. On the contrary, research continues to show that women in leadership positions bring skills that are especially valuable to diverse teams whose modus operandi is based on efficiency. Some of these skills are noted as higher emotional intelligence and empathy, as well as increased collaborative problem-solving and inclusive decision-making ability.
Harvard Business Review consistently speaks about the fact that empathy, flexibility and the effectiveness of balancing interpersonal relationships are essential leadership skills, especially in times of uncertainty, and these are the qualities that are often associated with inclusive, or feminine, leadership styles.
These are strengths that can ultimately contribute to reducing stress for the entire team, improving trust and ultimately helping organisations create healthier workplace cultures. Simply put, all of these things clearly show that this conversation should, very likely, move from the topic of burnout itself to sustainability.
McKinsey’s findings suggest that if women are given equal sponsorship, mentoring opportunities and access to advancement pathways, the persistent gender gaps in promotion rates, leadership representation and long-term career progression could be significantly reduced. The report particularly highlights that women continue to face structural barriers when moving into senior and executive-level positions, despite demonstrating equal or higher levels of leadership-related competencies. This indicates that the challenge is often not a lack of capability or ambition, but rather unequal access to support systems, visibility and opportunities for professional growth.
Therefore, the conversation should pivot from hiring to retaining women in leadership roles as individuals and team members who preserve institutional knowledge and ultimately create better paths for young women ascending to leadership positions. It is not about the lack of ability, nor that burnout chooses gender. It is about the need for ecosystem sustainability, which female leaders often emphasise, and it is based on stronger communication and inclusive teams.