Ryan FowlerWomen are reaching the highest corporate positions, including CEO and CFO roles, 2.5 years earlier than men on average, according to new international research from Vlerick Business School, Emlyon Business School, and Johannes Gutenberg University Mainz.
However, the study also found that women are leaving these roles sooner, with tenure periods around one year shorter on average than their male counterparts.
The research analysed data from more than 6,000 listed firms across 33 countries to examine how women’s entry into and exit from top executive roles compare with men’s.
The study revealed that women are advancing through corporate hierarchies faster but are less likely to remain in leadership positions for extended periods.
This trend was particularly strong in countries with wider gender gaps, as measured by the World Economic Forum’s Gender Gap Index.
Esha Mendiratta, professor of international business at Vlerick Business School, said: “Women appear to be breaking through the glass ceiling sooner than before. But their shorter tenure suggests that barriers persist once they get to the top, whether through added scrutiny, limited support, or unequal expectations.”
The study also found that women who stepped down from senior executive roles were less likely to move into another top management position and more likely to transition into non-executive board roles, which often carry lower pay and reduced strategic influence.
“Faster promotion can come with hidden costs,” said Shibashish Mukherjee, professor of corporate finance at Emlyon Business School. “Without the same support and networks, women may face higher turnover risk and find it harder to sustain long-term influence.”
Jana Oehmichen, professor of organisation, human resources and management studies at JGU Mainz, added: “Real progress means not just opening the door but ensuring women can remain, thrive, and lead once inside.” The authors argue that organisations need to go beyond accelerating women into senior positions by providing mentoring, leadership development, flexible working arrangements and inclusive organisational structures that support long-term success.
The researchers describe this trend as a “paradox of progress”, where women’s faster advancement has not yet translated into sustained representation at the top. They conclude that addressing the structural and cultural pressures that contribute to early exits will be essential to ensuring women can continue to lead and influence effectively over the long term.
