Men are 28 times more likely to think women are equally represented as workplace leaders

A significant imbalance between men’s and women’s views on gender equality has the potential to undermine equality efforts, research has shown.

A new Robert Walters report revealed that more than half (57 per cent) of surveyed men don’t believe women are underrepresented in leadership roles, while only 2 per cent of women agree. The survey included over 2,000 ANZ professionals as part of the recruitment agency’s Women in the Workplace report, identifying that differences in workplace dynamics interpretation were a key influence on these views.

The statistics around leadership representation trend in a similar direction: more than half of participating men believe there is strong female representation at a senior level within their organisation, compared with 31 per cent of women. Accordingly, 28 per cent of women cited a predominantly male-led workplace, while only 13 per cent of men said the same.

According to the global head of advisory at Robert Walters, Sinead Hourigan, “the most dangerous barrier to progress is complacency”. She added: “If men believe equality has been achieved while women continue to face barriers, leaders must ask themselves: whose reality are we basing decisions on?”

A varied understanding of the cause of this imbalance is key to achieving change.

While 67 per cent of women cited bias and fewer advancement opportunities as drivers of imbalance, only 28 per cent of men were aligned with this view, less than half of the female proportion. Expectedly, parental leave and challenges when returning to work were highlighted by 13 per cent of women, but only 2 per cent of men.

The report identified that, despite the Workplace Gender Equality Agency (WGEA) pay gap disclosures, transparency is not enough to dismantle structural and cultural barriers without addressing the underlying causes.

“A leadership gap this wide is simply unacceptable in 2026,” said Shay Peters, CEO of Robert Walters ANZ, responding to LinkedIn Talent Insights that found female representation in executive or C-suite roles in the region sits around 30 per cent.

One of the most common arguments in the area of representation is that merit should be the sole deciding factor in hiring and promoting; however, this misses the crucial point that the definition of merit is often designed to suit men.

Hourigan outlined that “gender equality means your career trajectory is determined by your capability and achievements alone”.

“Women are not asking for an easier path; they are asking for the same path, without systemic barriers,” she said.

Peters said: “If organisations want truly merit-based workplaces, they must examine how leadership is developed, how performance is assessed, and how bias influences promotion decisions. Targets, measurement and accountability are no longer optional.”

He also highlighted: “Pay transparency is critical, but cultural change happens when leadership reflects the workforce. If women aren’t at the decision-making table, pay equity will always lag.”

Regarding output, there are also strong commercial benefits that come from supporting equality. According to consistent data, gender-diverse teams are 39 per cent more likely to outperform organisations with little to no diversity.

In light of these findings, the report outlined what employers should prioritise, including: structured mentorship and sponsorship programs, accountability for leaders to recognise and address bias, increased clarity regarding promotion pathways and leadership criteria, developing a culture supporting flexible work and returning to work, and tracked representation and progression data.

Key to these changes are nuance and transparency, noting that equal pay is only part of the issue.

Hourigan said: “Transparency sparks awareness – but awareness means nothing without sustained action.”