Recent research from Lean In Canada has shed light on a critical issue facing professional women across the country: the desire for more substantive leadership opportunities. In a study involving over 450 professional women conducted between late 2024 and early 2025, respondents emphasized the need for structural changes in workplaces rather than additional confidence-building exercises. This national survey and follow-up interviews captured diverse perspectives from various career stages, sectors, geographies, and lived experiences, revealing patterns of disengagement and unmet needs in current leadership development programs.

The findings resonate particularly strongly within the higher education sector in Canada, where women constitute the majority of students and graduates yet remain underrepresented in top leadership roles. With women making up 59 percent of university graduates and over half of postsecondary enrollees, the pipeline is robust, but barriers persist at senior levels. This disconnect highlights the timeliness of Lean In Canada's insights for universities and colleges striving for gender equity.

Key Findings from Lean In Canada's Study

The research underscores that professional women are not lacking ambition or self-assurance; instead, they seek environments that accommodate real-life transitions and recognize their full contributions. Notably, 67 percent of respondents had engaged with women-focused leadership initiatives for more than two years, yet the perceived relevance of these programs diminished for mid-career and senior women. Nearly 60 percent prioritized identity-rooted leadership communities, pointing to gaps in inclusion for racialized, Indigenous, disabled, newcomer, and 2SLGBTQIA+ women. Additionally, 48 percent had participated in at least one such initiative, but disengagement often stemmed from unclear pathways rather than disinterest.

Women also highlighted 'invisible labor'—tasks like event organizing and committee leadership—that go unacknowledged, exacerbating burnout when piled onto formal responsibilities. Career transitions, especially for those aged 30-44 juggling caregiving and identity shifts, emerged as periods of heightened vulnerability with reduced support.

These insights align with broader Canadian data: women hold 42.7 percent of middle management roles and only 30.8 percent of senior management positions overall. In higher education, similar disparities exist, with women comprising the majority of faculty in some areas but lagging in executive positions.

The Five Calls to Action: A Roadmap for Change

Lean In Canada distilled these findings into five actionable Calls to Action, urging organizations to foster inclusive, adaptive leadership ecosystems. These principles offer a blueprint adaptable to academic institutions.

1. Create Spaces for Career Transitions—not Only Advancement

Women navigate frequent pivots, such as re-entry after caregiving or role changes. Universities can respond by offering flexible mentorship during these phases, perhaps through dedicated transition programs or sabbatical supports tailored to life stages.

2. Build Leadership Communities That Grow with Women Over Time

Programming must evolve: early-career networks for skill-building, mid-career forums for strategy, and senior cohorts for legacy planning. Canadian colleges, where women are 55 percent of enrollees, could pilot multi-stage women's leadership academies.

3. Make Identity and Intersectionality the Anchor—not an Add-On

Inclusion starts with design. Academic EDI (Equity, Diversity, and Inclusion) committees should center lived experiences from inception, addressing the 3.3 percent Indigenous representation in university leadership noted in recent surveys.

4. Build Clear Pathways to Community—Before, During, and After Participation

Frictionless access prevents dropout. Online portals and alumni tracking could keep women engaged lifelong, mirroring successful models in academic career development.

5. Recognize Invisible Labour as Leadership Work

Value the unseen: committee work, student advising. Formal recognition, like leadership credits in tenure files, counters burnout prevalent among female faculty.

Women in Canadian Higher Education Leadership: The Current Landscape

Progress is evident but uneven. As of 2024, 31 percent of university executive heads are women, up from 16 percent a decade prior. In 2025, a wave of female appointments, including Susan Tighe at McMaster University, signaled momentum. Yet, among U15 research-intensive universities, only 13 percent of presidents are women.

Colleges show stronger enrollment parity—women at 55 percent—but leadership stats lag. StatCan data reveals gender gaps in tenure and promotion, with women facing higher stress and isolation. STEM fields exacerbate underrepresentation, with women below 30 percent of faculty.

For deeper insights, explore opportunities via our Canada higher ed jobs portal.

Challenges Facing Aspiring Women Leaders in Academia

Structural hurdles mirror Lean In's findings: the 'leaky pipeline' where women drop from majority students to minority leaders. Pay inequities persist, with female academics earning less at similar ranks. Intersectional barriers compound for racialized and Indigenous women, comprising mere 3.3 percent of leaders.

• Work-life imbalance during peak childbearing years hinders advancement.
• Invisible labor in service roles diverts from research essential for promotion.
• Biases in hiring and tenure evaluations disadvantage women.
• Limited networks exclude diverse voices from decision-making.

Recent reports highlight higher stress for female and racialized faculty, underscoring the urgency for reform.

Success Stories: Trailblazing Women in Canadian Higher Ed

Optimism stems from pioneers. York University's Rhonda Lenton advocates mentorship pipelines. McMaster's Susan Tighe emphasizes fresh perspectives in her 2025 appointment. Initiatives like Universities Canada's EDI efforts have boosted representation.Universities Canada EDI Report

Colleges like those in the Colleges and Institutes Canada network showcase 60 percent female graduates, paving for future leaders. Programs partnering with scholarships amplify access.

Applying Lean In Canada's Calls to Higher Education

Universities can lead: Transition supports via family leave mentorship; evolving networks like alumni leadership circles; intersectional programming co-designed with diverse groups; seamless digital platforms for engagement; and service credits in evaluations for invisible labor.

Actionable steps include equity audits, bias training, and tracking promotion metrics. Tie to career advice at higher ed career advice.

Stakeholder Perspectives and Broader Impacts

Juliet Turpin, Lean In Canada President, states: "Progress requires shared responsibility." Academic leaders echo: Gender equity drives excellence, per McMaster's International Women's Day message.

Benefits: Diverse leadership enhances innovation, retention, and student outcomes. Implications extend to attracting top faculty jobs.

Photo by Andy Holmes on Unsplash

Future Outlook: Pathways to Parity

With targeted implementation, Canada could reach parity by 2030. Monitor via annual reports; advocate policy changes. Women leaders foster inclusive campuses, preparing next generations.

Discover roles shaping this future at university jobs, higher ed jobs, and rate my professor for insights. Share your story in comments.