Despite efforts to promote equity, real parity in business leadership in Latin America is not expected until 2051. This is revealed in the new report “Mujeres que deciden” (Women who decide), produced by Grant Thornton Argentina and Fundación FLOR, which warns of a persistent phenomenon: the “Drop to the Top”.
The study, based on a survey of more than 400 female leaders, highlights that this stagnation is not due to a lack of ambition – as 9 out of 10 women wish to continue advancing within their organisations – but rather to systemic barriers that go beyond individual merit.
A snapshot of leadership in Argentina
The report presents compelling data on the current structure of companies in the country:
- The top remains male-dominated: 66.13% of CEO positions in Argentina are held by men.
- Low representation on Boards: 35.46% of respondents state that women occupy only between 1% and 25% of board seats.
- The systemic burden: 73.49% of Argentine women leaders agree that breaking the “glass ceiling” remains a current and ongoing challenge.
- Motherhood penalty: Argentina shows a higher rate than other countries in the region, with 1 in 4 women leaders (26.52%) reporting having experienced a motherhood penalty.
- Intact ambition: Stagnation is not due to lack of interest; 9 out of 10 women surveyed wish to continue growing professionally within their organisations.
A structural approach: changing culture, not women
The findings reinforce the need for a shift in paradigm. The focus should no longer be solely on individual development, but on the wider environment: society, culture and regulation.
The challenge is structural. The report shows that “factors such as networking (28.52%) and leadership style are greater drivers of success than academic qualifications alone,” note Grant Thornton Argentina and Fundación FLOR. “Barriers -such as the sexist biases that still affect 10.22% of female leaders in their current roles- do not stem from women’s abilities, but from an organisational culture that needs to be professionalised.”
Matiana Behrends, Advisory Services Partner at Grant Thornton Argentina, stated: “In Argentina and across the region, we must understand that diversity is not just a matter of ideals, but a pragmatic business strategy: companies that sustain their investment in equity achieve tangible results in innovation and revenue growth.”
Among its key findings, the report highlights the phenomenon known as the “drop to the top”: although women are well represented at middle and managerial levels, their representation is much lower on boards of directors and in CEO roles. In Argentina and Peru, 70% of participants identify the existence of a “glass ceiling” that limits access to the highest levels of power, even among women with established careers.
The analysis also focuses on the impact of workload and work–life balance. Although most organisations offer flexibility and work–life balance policies, the demand for constant availability and so-called “greedy jobs” remain the main challenge for female leaders. Additionally, the motherhood penalty continues to have a significant impact on career progression, particularly in Argentina.
From Fundación FLOR, its President Andrea Grobocopatel underscored the importance of an active and collective agenda: “Being protagonists, making space and expressing one’s own ambition. Building strategic relationships, creating networks and paving the way for other women.”
Towards a Transformation Agenda
To accelerate equity, Argentine female leaders prioritise policies that generate real opportunities: career development plans (21.91%), networking spaces (14.31%) and mentoring programmes (13.34%). The message is clear: transparency in progression and genuine management of workload are required to prevent flexibility from becoming a source of penalty.
Research Methodology
The Mujeres que deciden report was based on a mixed-methods approach conducted between November 2025 and January 2026:
- Quantitative sample: a survey of 410 women in decision-making positions (CEOs, Board Directors, Managers and business owners) from Argentina and Peru.
- Qualitative sample: in-depth interviews with corporate sector leaders to identify cultural barriers not visible in statistical data.
- Scope: the study analyses variables related to education, career paths, family environment, pay gaps and perceptions of structural obstacles on the path to senior leadership.