The global conversation around women’s leadership has gained significant momentum in recent years, driven by mounting evidence that gender diversity in leadership enhances organizational performance, ethical governance, and innovation. Research shows that organizations with gender-diverse leadership teams are more likely to outperform their peers financially and demonstrate stronger commitment to corporate social responsibility (McKinsey & Company, 2020). Women leaders are often found to bring inclusive, collaborative, and resilient leadership styles, particularly valued in dynamic and crisis-prone environments (Eagly & Carli, 2007). The world increasingly recognizes that achieving gender equality in leadership is not merely a social imperative but also a strategic necessity.

Despite this growing awareness, the underrepresentation of women in leadership roles remains a persistent global issue, particularly in sectors that have traditionally been male-dominated, such as finance and banking. In India, this gap is even more pronounced. While a few women have broken through the glass ceiling to occupy top leadership positions in prominent banking institutions, their overall presence remains limited. More importantly, those who do reach leadership positions often face unseen yet deeply entrenched structural and cultural challenges that hinder their ability to lead effectively and grow sustainably in their careers. Globally, research has identified several barriers to women’s advancement, including gender bias, limited mentorship, unequal access to networks, and work-life conflicts. While these barriers are widely acknowledged, what remains less understood particularly in the Indian context is how organizational practices such as structural empowerment and performance recognition directly shape the leadership experience of women and either mitigate or reinforce these gender-based challenges. Structural empowerment refers to the extent to which organizations provide women with decision-making authority, access to resources, and formal support systems. When effectively implemented, such empowerment mechanisms can reduce marginalization and improve leadership confidence and efficacy (Kanter, 1977). Similarly, performance recognition plays a critical role in validating leadership contributions. Recognition reinforces legitimacy, enhances visibility, and encourages retention. However, global and local studies suggest that women are often under-recognized for their contributions due to implicit gender norms and institutional blind spots (Norris & Inglehart, 2001). In the Indian banking sector, where traditional hierarchies and gendered expectations remain influential, lack of formal recognition not only diminishes motivation but also perpetuates inequality in promotional opportunities and leadership visibility. What is currently missing in both global and national literature is empirical clarity on how these two organizational factors empowerment and recognition predict the actual gender-based challenges faced by women leaders. Most studies focus on either qualitative account of barriers or broad policy reviews, without statistically testing the relationship between supportive practices and experienced challenges. This study addresses that gap by conducting a regression analysis to examine the predictive power of structural empowerment and performance recognition on gender-based challenges among women leaders in the Indian banking sector. By quantifying this relationship, the research aims to move beyond theoretical discussions and provide actionable insights for organizations striving to create more equitable and inclusive leadership environments. In doing so, it not only enriches scholarly understanding but also informs practical frameworks for driving systemic change in leadership dynamics.

The representation of women in leadership positions within the Indian banking sector has increased over the years, yet gender-based challenges remain persistent and multifaceted. Understanding these challenges requires a deeper examination of organizational structures and practices that either hinder or facilitate women’s leadership success. Existing literature emphasizes two key determinants that significantly influence the experiences of women leaders: structural empowerment and performance recognition. This review explores relevant studies under these two themes to identify how these factors impact the emergence and sustainability of women in leadership roles, particularly in addressing gender-based challenges.

Theme 1: Structural Empowerment and Its Role in Addressing Gender-Based Challenges

Structural empowerment plays a critical role in enhancing women’s leadership trajectories by offering them access to institutional support, autonomy, and formal authority. Kanter’s (1977) theory of structural empowerment asserts that providing resources, information, and opportunities significantly reduces workplace marginalization. In the Indian banking sector, where women leaders often confront systemic barriers, the institutionalization of gender-diverse policies and formal leadership development programs become essential (Mousa et al., 2021). Aulia et al. (2024) highlight the importance of women in decision-making roles, noting that their presence influences inclusive policy creation and organizational outcomes. Similarly, Pucheta-Martínez et al. (2020) show that female board representation enhances corporate social responsibility (CSR) practices, further reinforcing the value of structurally empowering women. However, leadership development efforts frequently fail to bring systemic change because they emphasize personal self-development over structural transformation (Perriton, 2022). Ryan (2022) critiques such tokenistic efforts that aim to 'fix' women rather than the system itself. The intersectional perspective provided by Karan et al. (2021) emphasizes the necessity of tailoring empowerment strategies to reflect the lived realities of diverse women in India. Moreover, Fisher et al. (2022) suggest that structured, evidence-based employment processes such as transparent evaluations and policy-driven promotions can mitigate gender bias in leadership progression. Overall, structural empowerment initiatives   when designed to be inclusive, accountable, and policy-backed   are central to reducing gender-based challenges and enabling women leaders to succeed and sustain their roles in the banking sector.

Theme 2: Performance Recognition and Its Impact on Gender Inclusion in Leadership

Recognition and visibility are key motivators for women in leadership, especially in male-dominated sectors like banking. Recognition not only enhances job satisfaction but also helps legitimize women’s leadership authority in organizational hierarchies (Latu et al., 2019). In many cases, women leaders encounter a performance–perception gap, where their achievements are under-acknowledged due to gendered expectations (Norris & Inglehart, 2001). Armstrong et al. (2023) discuss the “glass cliff” phenomenon, where women are more likely to be promoted during organizational crises   a scenario that provides visibility but often undercuts long-term stability. Davidson-Schmich et al. (2023) further assert that during such crises, the societal perception of leadership temporarily shifts, allowing women to be viewed as competent, but the change is rarely sustained post-crisis. Recognition must therefore be institutionalized, rather than episodic. Morales and Marcén (2023) argue that cultural norms often devalue women’s leadership contributions, especially in societies with entrenched patriarchal values. Chaudhuri et al. (2020) report that limited access to financial resources and leadership capital contributes to the underperformance of women-led firms, which further limits their visibility. Rodriguez et al. (2022) recommend an intersectional approach to leadership recognition, suggesting that recognizing diverse experiences and contributions of women   not just elite, urban narratives   can transform institutional norms. Acknowledging performance through structured, transparent, and inclusive systems not only affirms women’s capabilities but also counteracts the biases that fuel gender-based leadership challenges in the Indian banking sector.

Theoretical Framework and Research Gap

The persistent underrepresentation of women in leadership roles, particularly in the Indian banking sector, has prompted a growing body of research exploring the structural and cultural barriers that hinder their progress. While global scholarship acknowledges the significance of women’s leadership in fostering inclusive and sustainable organizations, most studies have focused on descriptive accounts of inequality, qualitative assessments of gender experiences, or the examination of external socio-cultural constraints. What remains insufficiently explored is the empirical linkage between organizational-level enablers such as structural empowerment and performance recognition and the gender-based challenges women encounter in their leadership journey. This gap is particularly salient in the Indian context, where hierarchical workplace cultures and patriarchal norms continue to influence career progression and leadership visibility. To bridge this theoretical and empirical gap, the present study draws upon two foundational theories: Kanter’s Theory of Structural Empowerment and the Gender Role Congruency Theory. Kanter (1977) posits that employee empowerment arises when individuals have access to formal power structures, support systems, resources, and opportunities within the organization. This theory emphasizes the importance of institutional frameworks such as inclusive policies, decision-making authority, and access to leadership programs in enhancing women’s leadership efficacy and reducing marginalization. In the context of the Indian banking sector, where leadership pipelines often lack gender balance, structural empowerment becomes a critical determinant of women's ability to lead effectively. Complementing this is the Gender Role Congruency Theory (Eagly & Karau, 2002), which explains how leadership perceptions are influenced by the alignment or misalignment between traditional gender roles and leadership traits. In male-dominated sectors like banking, women are often perceived as less congruent with dominant leadership norms, which are stereotypically associated with assertiveness and control. This incongruence can result in bias, reduced recognition, and higher scrutiny factors that manifest as gender-based challenges in leadership roles. Performance recognition, in this context, serves as a critical moderating force: when women’s achievements are acknowledged and valued, the psychological and institutional barriers created by gender role incongruency may be mitigated. Despite the relevance of these theoretical frameworks, existing literature has largely examined these concepts in isolation or through conceptual discussions. Few studies have statistically modeled the predictive relationship between structural empowerment, performance recognition, and gender-specific leadership challenges, particularly in the Indian banking ecosystem.

This study addresses that void by empirically testing the extent to which these two organizational constructs influence the experience of gender-based challenges among women leaders. By integrating these theories and using a regression-based analytical approach, this research aims to provide a more nuanced understanding of how internal organizational factors contribute to or alleviate the leadership challenges faced by women. In doing so, it offers both theoretical advancement and practical insights for designing policies that support equitable leadership development in India’s banking industry.

Figure1: Conceptual Framework

The conceptual framework illustrates how performance recognition and growth and structural empowerment and autonomy influence gender-based challenges faced by women leaders in the Indian banking sector. Grounded in Kanter’s Structural Empowerment Theory and Gender Role Congruency Theory, the model proposes that when organizations provide autonomy, inclusive policies, and recognize women’s leadership contributions, the challenges stemming from gender bias, limited access, and work-life conflicts are significantly reduced. Regression analysis confirms both predictors as statistically significant, with performance recognition showing a stronger impact. This framework guides organizations in developing targeted strategies to foster inclusive, equitable, and supportive leadership environments for women.

1. To examine the impact of structural empowerment and autonomy on the gender-based challenges faced by women leaders in the Indian banking sector.
2. To assess the influence of performance recognition and growth opportunities on the perception of gender-based challenges among women in leadership roles.
3. To analyze the extent to which organizational empowerment and recognition practices predict the overall leadership experience and inclusion of women in the Indian banking industry.

Hypotheses of the Study

This study aims to examine the predictive influence of two key organizational variables performance recognition and growth and structural empowerment and autonomy on the gender-based challenges experienced by women leaders in the Indian banking sector. Drawing on Kanter’s Theory of Structural Empowerment and Gender Role Congruency Theory, the following hypotheses are proposed and tested through multiple regression analysis:

H1:

There is a significant positive relationship between performance recognition and growth and the reduction of gender-based challenges among women leaders in the Indian banking sector.

H2:

There is a significant positive relationship between structural empowerment and autonomy and the reduction of gender-based challenges.

These hypotheses form the empirical foundation of the study and guide the subsequent analysis and interpretation of findings.

This study employs a quantitative, explanatory research design aimed at assessing the predictive influence of structural empowerment and performance recognition on the gender-based challenges experienced by women leaders in the Indian banking sector. The methodology is grounded in empirical investigation, allowing for the testing of theoretically derived hypotheses through statistical analysis, specifically multiple regression.

Research Design and Approach

The study follows a descriptive and correlational approach, using a structured questionnaire to collect primary data. The design is appropriate for identifying the strength and direction of relationships between independent variables structural empowerment and autonomy, and performance recognition and growth and the dependent variable, gender-based challenges. A cross-sectional design was adopted, as data was collected at a single point in time.

Population and Sampling

The target population for this study includes women occupying leadership or managerial roles in both public and private sector banks across major Indian cities. These participants were selected due to their direct experience with organizational structures, leadership expectations, and workplace dynamics. A purposive sampling technique was employed to ensure that only women in decision-making positions with relevant leadership experience were included in the sample.

A total of 120 valid responses were collected for the analysis. The sample size was deemed sufficient for the purposes of regression analysis, aligning with the minimum requirements for statistical reliability in behavioral research studies involving two predictor variables.

Instrument Design

Data was collected using a structured, self-administered questionnaire consisting of multiple sections. The items measuring structural empowerment and autonomy, performance recognition and growth, and gender-based challenges were developed based on validated scales from previous research, with necessary contextual modifications for the Indian banking sector.

Each item was measured using a five-point Likert scale, ranging from 1 (Strongly Disagree) to 5 (Strongly Agree). Sample items included:

• “I have adequate autonomy to make leadership decisions in my role.”
• “My leadership efforts are recognized and rewarded appropriately.”
• “I face challenges balancing my work responsibilities and personal life.”

Validity and Reliability

The content validity of the questionnaire was ensured through expert review by academics and HR professionals in the banking domain. A pilot test was conducted with a small subset of participants to refine the items for clarity and relevance. The internal consistency reliability of the constructs was assessed using Cronbach’s alpha, which yielded acceptable values (> 0.70) for all scales.

Exploratory Factor Analysis (EFA) using Principal Component Analysis with Varimax rotation confirmed the factor structure and clean item loadings onto four components. Items loading significantly (≥ 0.6) on the intended factors were retained.

Data Analysis Techniques

Data were analyzed using SPSS (Statistical Package for the Social Sciences). Descriptive statistics were used to summarize demographic variables. The primary technique used to test the research hypotheses was Multiple Linear Regression Analysis, chosen for its ability to measure the simultaneous effects of multiple independent variables on a single dependent variable.

The regression model was validated through key diagnostics:

• R² = 0.817 indicated that 81.7% of the variance in gender-based challenges could be explained by the predictors.
• Both predictors were statistically significant:
• Performance Recognition and Growth (β = 0.723, p < 0.001)
• Structural Empowerment and Autonomy (β = 0.478, p < 0.001)
• Tolerance and VIF values confirmed the absence of multicollinearity.

Ethical Considerations

Ethical integrity was upheld throughout the research process. Participation was voluntary, and informed consent was obtained from all respondents. Anonymity and confidentiality were assured, and data were used strictly for academic purposes.

Data Analysis:

The data analysis section presents the results derived from statistical procedures used to evaluate the research model and test the proposed hypotheses. This study investigates the influence of two organizational factors Performance Recognition and Growth and Structural Empowerment and Autonomy on the Gender-Based Challenges faced by women leaders in the Indian banking sector. To ensure the robustness of the results, a structured and sequential approach was followed. The reliability of the research instrument was first assessed using Cronbach’s Alpha to evaluate internal consistency. Following this, Multiple Linear Regression Analysis was employed to determine the extent to which the independent variables predict the dependent variable. Key statistical tools used in the analysis include the Model Summary, ANOVA, and Coefficient tables, which together evaluate the model’s overall fit, significance, and explanatory power. The results not only confirm the statistical validity of the instrument and model but also offer empirical insights into the strength and direction of the relationships among the studied variables. This section provides detailed interpretations of each statistical output to draw meaningful conclusions aligned with the study’s objectives.

Reliability Statistics:

The reliability statistic presented indicates that the questionnaire used in the study has a Cronbach’s Alpha of 0.745 for its 12 items. This value reflects the internal consistency of the scale that is, how well the items collectively measure the underlying constructs.

A Cronbach’s Alpha value between 0.7 and 0.8 is considered acceptable and reliable for social science research. Therefore, an alpha of 0.745 suggests that the instrument demonstrates good reliability, meaning the items used to assess constructs such as performance recognition, structural empowerment, and gender-based challenges are consistently measuring those concepts. In summary, the instrument is statistically sound, and the responses can be considered reliable for further analysis and interpretation.

Regression

To understand the factors influencing gender-based challenges faced by women leaders in the Indian banking sector, a multiple regression analysis was conducted. The model examines the predictive power of two key organizational variables Performance Recognition and Growth and Structural Empowerment and Autonomy in explaining the extent of gender-based challenges. This statistical analysis tests the significance, strength, and validity of the proposed relationships using SPSS output from model summary, ANOVA, and coefficient tables.

Model Summary

Interpretation:

The model summary indicates a strong predictive relationship between the independent variables (performance recognition and structural empowerment) and the dependent variable (gender-based challenges). The R value of 0.904 reflects a high correlation, while the R² value of 0.817 shows that 81.7% of the variance in gender-based challenges is explained by the model. The adjusted R² of 0.814 confirms this result is not due to sample size inflation. The F-statistic (263.484) and Sig. F Change (p = 0.000) indicate the overall model is statistically significant. The Durbin-Watson value of 1.848 suggests no autocorrelation in the residuals, supporting model validity.

ANOVA:

Interpretation:

The ANOVA table confirms that the regression model predicting gender-based challenges from performance recognition and structural empowerment is statistically significant. The regression sum of squares (56.374) indicates the amount of variance explained by the model, while the residual sum of squares (12.623) represents unexplained variance. With 2 degrees of freedom for regression and 118 for residual, the F-value is 263.484, which is considerably high. The significance level (p = 0.000) confirms that the overall model fit is statistically significant at the 0.001 level. This means the predictors together significantly explain variance in gender-based challenges.

Coefficients:

Interpretation:

The coefficients table shows the strength and significance of each predictor's relationship with gender-based challenges. The unstandardized coefficient (B) for Performance Recognition and Growth is 0.885, with a standardized beta of 0.723, indicating a strong positive impact. Its t-value is 18.267 with a p-value of 0.000, confirming statistical significance. Similarly, Structural Empowerment and Autonomy has a B value of 0.314 and a beta of 0.478, also significant with a t-value of 12.080 and p = 0.000. The VIF values (~1.009) and Tolerance values (~0.991) indicate no multicollinearity. The constant (B = -0.884) represents the expected value of the dependent variable when predictors are zero. Overall, both predictors significantly reduce perceived gender-based challenges.

The regression results provide strong empirical support for the study’s hypotheses. Both performance recognition and structural empowerment significantly predict and reduce gender-based challenges, with performance recognition emerging as the stronger predictor. The high R² value and significant F-statistic confirm the model’s robustness, while the absence of multicollinearity ensures statistical reliability. These findings reinforce the importance of recognition and structural support in mitigating barriers faced by women in leadership roles, offering practical insights for fostering inclusive leadership in the Indian banking sector.

Findings and Implications

Key Findings

The study investigated the impact of performance recognition and growth and structural empowerment and autonomy on gender-based challenges faced by women leaders in the Indian banking sector. The regression analysis revealed that both independent variables are statistically significant predictors of the dependent variable. Specifically:

• Performance recognition and growth emerged as the strongest predictor (β = 0.723, p < .001), indicating that when women leaders feel acknowledged, rewarded, and supported in their career progression, the perception of gender-based challenges is significantly reduced.
• Structural empowerment and autonomy also had a meaningful effect (β = 0.478, p < .001), showing that access to decision-making power, inclusive policies, and organizational support mechanisms can lessen leadership barriers.
• The model explained 81.7% of the variance in gender-based challenges (R² = 0.817), highlighting the strength of these predictors.

These findings confirm that internal organizational mechanisms are critical to shaping inclusive leadership experiences and reducing systemic disadvantages encountered by women in banking leadership.

Practical Implications for HR and Policymakers

The results provide actionable insights for HR professionals, organizational leaders, and policymakers who are striving to enhance gender inclusivity:

• Formalize recognition systems: HR departments should establish structured frameworks for regularly acknowledging the contributions of women leaders. Transparent promotion criteria and leadership awards can validate performance and boost morale.
• Implement empowerment-driven leadership programs: Banks must design and institutionalize leadership development programs that offer real decision-making authority, mentorship, and succession planning tailored for women.
• Audit and revise organizational policies: Policymakers and diversity committees should conduct regular audits of HR policies to ensure they genuinely support autonomy and inclusion, rather than serving as symbolic gestures.
• Support work-life integration initiatives: Addressing challenges such as work-life balance and family responsibilities through flexible work arrangements or wellness support systems can significantly alleviate gendered stressors.
• Promote representation in strategic roles: Ensuring women are placed in key committees, decision-making bodies, and crisis leadership roles can enhance their visibility and influence within the organization.

Managerial Strategies to Improve Gender Inclusivity

• Train leadership on unconscious bias: Managers should undergo regular sensitization training to identify and challenge gendered assumptions that may hinder fair evaluation and recognition.
• Encourage inclusive networking opportunities: Women leaders should be intentionally included in informal and formal networking platforms where influence and collaboration often emerge.
• Foster mentorship and sponsorship: Institutions should pair emerging women leaders with senior mentors or sponsors who can advocate for their advancement and visibility.
• Embed inclusion in KPIs: Diversity and inclusion outcomes should be embedded in the key performance indicators (KPIs) for managerial roles to ensure accountability at all levels.

By implementing these strategies, banking institutions can not only enhance the leadership experience for women but also drive broader organizational performance through more equitable and diverse leadership teams.

This study explored the predictive influence of performance recognition and growth and structural empowerment and autonomy on the gender-based challenges faced by women leaders in the Indian banking sector. Grounded in Kanter’s Structural Empowerment Theory and Gender Role Congruency Theory, the research used multiple regression analysis to quantify the strength and direction of these relationships. The findings reveal that both variables significantly impact gender-based challenges, with performance recognition emerging as the stronger predictor. Together, the predictors explained over 81% of the variance, underscoring the robustness of the model. From a practical standpoint, the study offers evidence-based insights for human resource professionals and policymakers to design targeted interventions that enhance women’s leadership experiences. Recognition systems, inclusive leadership development programs, and empowerment-driven workplace policies are shown to be critical in reducing systemic leadership barriers. In terms of scholarly contribution, the research fills a key empirical gap by statistically validating the influence of organizational mechanisms on gender-specific leadership challenges within the Indian banking context. It provides a framework for future research in gender equity, organizational behavior, and strategic HRM, making a meaningful contribution to both academic literature and applied practice in promoting inclusive leadership.

Limitations and Future Scope

While this study offers valuable insights into the organizational factors influencing gender-based challenges among women leaders, several limitations must be acknowledged. First, the study employed a cross-sectional design, which restricts the ability to infer long-term cause-and-effect relationships. A longitudinal approach could offer deeper insights into how empowerment and recognition evolve over time. Second, the research was limited to a sample of 120 women leaders from select banks, which may not fully represent the diversity of experiences across India’s entire banking industry. Future studies could adopt a larger and more geographically diverse sample to enhance generalizability. Third, data was collected using self-reported questionnaires, which may be subject to social desirability bias. Incorporating qualitative interviews or focus groups in future research could provide richer, more nuanced insights into lived experiences. This study focused on two key predictors structural empowerment and performance recognition. While they explain a significant portion of the variance, future studies could include additional variables such as organizational culture, mentorship access, psychological safety, or digital leadership dynamics to create a more holistic model. These limitations present avenues for future exploration and emphasize the importance of continued research in advancing gender-inclusive leadership practices in the banking sector.

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