For decades, the aviation and aerospace sector has struggled to attract and retain employees from diverse backgrounds. Beneath this well-known challenge lies a deeper issue: the significant underrepresentation of women in leadership positions — highlighting the need for immediate and sustained action. This need has become more urgent given a worldwide industry talent shortage that is limiting both innovation and growth.
Our first edition of this "Lift Off To Leadership" study in 2021 — a collaboration of Oliver Wyman and the International Aerospace Womens Association (IAWA) — offered valuable insights into the differences in leadership experiences and barriers to leadership for women and men in the industry. In this update, based on a survey of 250 industry leaders globally and interviews, we revisit key findings and explore changes over the past few years.
Women and men view career progress differently
Women and men have different perceptions regarding their career prospects, as well as the industry’s need for and progress in diversity and inclusion. This gap in perceptions continues to throw up roadblocks to women developing as industry leaders.
For example, twice as many women as men in the survey believe that their company places little or no priority on increasing women's representation in leadership positions. And women were half as likely to rate gender equality in their organization as high or very high (Exhibit 1).
While men and women share career ambitions, women’s expectations on how high they will climb are more tempered: Nearly half of women said they aspire to advance further in their careers but expect their opportunities for advancement will be limited, with 40% citing implicit bias as a factor.
Women continue to face a challenging daily experience
In 2025, women saw slight to moderate gains in a range of positive career experiences compared to 2021. But they also reported more negative experiences than men and were more likely to face a range of microaggressions. For example, 38% of women said they have been called "too aggressive" during their career, compared to 15% of men, highlighting a double standard in perceptions of behavior and communication styles.
These constant daily challenges are a key reason that nearly half of the women we surveyed have considered leaving the industry at some point in their careers. More than half cited implicit bias as a specific and growing reason. Men, on the other hand, tend to consider leaving for other career or industry opportunities or for better compensation and benefits.
Women and men want more work flexibility
In terms of how effective various policies are in improving women’s representation in leadership roles, women ranked leadership development programs and implicit bias education the highest. And the theme of more flexibility resonated across the board when industry leaders were asked what aviation could do to make the work environment and culture more positive in general for women, followed by increased investment in sponsorship (Exhibit 2).
Both men and women rated the importance of flexible and remote working options more highly than in our 2021 survey. This ties into a generational shift now underway — starting with Gen Z and spreading upward — where people, regardless of gender, are demanding more work/life balance and focusing on careers that align with their values.
The critical need for sponsorship to advance women in leadership
No one reaches top positions without a robust network. While mentors, coaches, and sponsors all play a role in helping women build critical relationships, sponsorship is unique in its ability to advance women to the C-suite. This was acknowledged by both the women and men we surveyed.
Some 68% of women view sponsorship as vital to their career progression. The majority of women who had sponsors told us their sponsors made opportunities visible, encouraged them to apply for new roles, and provided valuable feedback.
Only about a quarter of 2025 survey respondents act as a sponsor, however – a rate that is unchanged since 2021. More structured, formal initiatives are needed to increase the number of sponsors (particularly among leaders under 50), and to avoid the trap of sponsors championing people who are most like themselves.
Next steps to increase women’s representation in leadership
Based on the survey and interview findings, we have developed a targeted list of recommendations for women, men, organizations, and the industry to help reduce barriers and clear the path for high-performing women to achieve their goals. These include the following (see report for details):
Personal advancement: Ensure you have a sponsor; build strategic peer networks across the industry; pursue value-generating assignments — and encourage others.
Leading others: Understand the status of women in your organization; be an active sponsor, not just a passive supporter. Recognize and reward leaders who foster collaboration and empowerment.
Organizations: Embed active sponsorship and leadership development as core competencies; collaborate on better workplace policies; reduce attrition by addressing women’s daily experience.
Aviation/aerospace industry: Recognize a diverse talent pipeline; support women in leadership as a critical success path; champion gender-neutral recruitment standards; fund and amplify proven women in leadership initiatives.
Now more than ever, it is essential for the industry to confront and overcome the full spectrum of barriers hindering women’s advancement. The industry must leverage the competitive advantages of a diverse workforce to enhance its ability to survive, thrive, and manage risk in an increasingly complex environment.
