Purposes The purpose of this study is to examine gender disparities in organizational leadership by analyzing fifteen years of U.S. Bureau of Labor Statistics data. Specifically, the study investigates trends in women’s workforce participation, their representation in senior roles—including Chief Executive positions—and the extent of gender gaps across occupations and industries. Design/methodology/approach This study employs a longitudinal quantitative design using fifteen years of U.S. Bureau of Labor Statistics time-series data. Gender representation in leadership and senior roles is assessed through percentage analysis and mean comparisons across occupations and industries. Group differences between men and women in senior positions and CEO roles are evaluated to determine the presence and magnitude of gender gaps. Findings The analysis reveals persistent and substantial gender gaps in U.S. corporate leadership. Women remain significantly underrepresented in CEO and senior management roles across most occupations and industries, despite gradual increases in overall workforce participation. Sectors with traditionally high female representation show stronger leadership presence, while technical and engineering-related fields exhibit the widest disparities. Overall, women’s advancement to top leadership remains uneven and structurally constrained. Social implications By identifying patterns in employment and leadership attainment, the study seeks to clarify whether a persistent gender gap exists and to deepen understanding of how gender influences access to senior organizational positions. Originality/value This article offers a novel, data-driven assessment of gender disparities in U.S. corporate leadership by integrating sectoral, occupational, and hierarchical patterns into one analysis. Its value lies in translating statistical gaps into strategic implications for organizations, highlighting where structural barriers persist and why progress stalls. The study provides leaders with actionable insight into how gender representation shapes strategic capacity, culture, and long-term organizational performance.
Kaur et al. (Fri,) studied this question.