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This paper aims to critically reflect on current leadership development programmes (LDPs) and their potential in addressing the issue of women’s under-representation in leadership positions. To this end, this paper queries the current processes through which employees are selected to participate in LDPs as well as how these programmes are designed.

Drawing on Martha Nussbaum’s capabilities approach, this conceptual paper draws attention to the pitfalls of current organisational practices aimed at women’s leadership development.

The introduction of gender quotas and the implementation of women-only LDPs are unlikely to address the persistent gender leadership gap. Instead, these practices are likely to intensify the negative effects of second-generation gender bias and perpetuate the issue of gender inequality and inequity in the workplace.

This paper critiques contemporary organisational practices aimed at women’s leadership development and suggests alternative practices which are more likely to respond to the issue of women’s under-representation in leadership positions.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Flaws in many leadership development programs (LDPs) hinder aims to elevate more women into leadership positions. This gender leadership gap might be more effectively reduced through a holistic approach that emphasizes greater flexibility and support and a concerted effort to address entrenched gender stereotypes and biases that serve as barriers to women's career progression.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.