Key findings
Capitalising on the momentum of increased female representation at board and senior leadership level in Türkiye, ACCA and KPMG invited 94 women leaders and professionals to share experiences, challenges and opportunities related to leadership and navigating change in the region’s evolving business landscape.
The high level of engagement through our roundtable discussions and associated survey demonstrate the growing importance of these topics – and a collective willingness to help shape more inclusive, supportive and sustainable leadership cultures in Türkiye.
Drawing on further desk-based research and analysis, this report explores insights into:
- the challenges that women face in leadership roles
- the role of mentorship in career development
- how leaders are looking to grow and develop.
The primary audience for this report includes those seeking to advance their careers or support fellow colleagues, employers and policy makers.
This report aims to improve the understanding of current barriers impacting women’s career progression, identify practical actions organisations can take to foster more inclusive leadership environments, and encourage meaningful dialogue around sustainable change and equal opportunities at work.
Organisations that invest in reskilling women now will lead the next decade. The leaders of the future will not be those who ‘know everything’ – but those who continually learn, remain curious and develop alongside their teams.
Challenges
Women leaders are sometimes expected to deliver business results, drive cultural change, improve inclusion, and act as role models – all at the same time. The breadth of these expectations can create undue pressure and increase scrutiny. Women may also underestimate their own potential, while organisations do not always provide opportunities that help them recognise and develop it.
Women in leadership in practice means women having equal access to progression, decision-making power, sponsorship and senior roles. It also means creating organisational environments in which women can reach these roles and succeed in them. Such environments not only promote fairness, but also contribute to better business outcomes – diverse leadership teams are consistently linked to increased innovation and organisational resilience.
Türkiye ranks 135th out of 148 economies in the Gender Gap Index (WEF, 2025). Progress in board representation remains gradual – women held 19.4% of board positions at Borsa-Istanbul (BIST)-listed companies in 2025, up from 18.7% in 2024 (2025, IWD Türkiye).
77% of roundtable participants stated that their organisation actively fosters inclusive leadership environments. The challenge is embedding equality into organisational processes, decision-making rights and accountability – moving from ambition to implementation. Future-ready leadership means more than giving women a seat at the table – it’s empowering them to make decisions, lead transformation and develop the next generation.
Many of the barriers named at the roundtable relate to perceptions and are compounded by an increasingly uncertain politic and economic environment. From our survey, 22% of respondents identified uncertainty as a concern for the future.
A consistent message throughout our research is: women in Türkiye are worried that organisations may regress to ‘traditional leadership’ models – limiting opportunities for women at a time when they are most needed.
The report explores:
Creating an inclusive leadership environment
An inclusive leadership environment must enable women to occupy senior leadership positions. Organisations often create high-profile governance roles, advisory positions, or special board seats for women to demonstrate their commitment to inclusion – but without supporting them with requisite operational resources.
Organisations responsibility towards women’s health
Healthcare support policies should not be treated simply as employee benefits – but as part of the infrastructure that enables sustainable performance
Career growth, mentorship and sponsorship
Mentorship and sponsorship are not the same. Mentors can help people consider how to progress, develop skills and navigate challenges. Sponsors advocate for someone and put their name forward for opportunities when they are not in the room. And that drives up promotion rates.
Making mentorship and sponsorship more accessible
Effective progress will require organisations to move beyond HR led initiatives and embed mentorship and sponsorship into organisational culture.
Resilience, adaptability and learning through change
Türkiye's economic volatility, currency pressures, and regulatory changes are accelerating the pace of business transformation. Sustainability, AI, and geopolitical developments are also continually reshaping corporate strategies.
The AI opportunity
Leaders will increasingly be able to make operational decisions with the support of technology. This will place greater emphasis on professional judgement, ethical evaluation, and managing the human dimension.
Everyone has a role in women’s leadership – what could you be doing to support women in leadership in your organisation?
Key recommendations
Undertake sponsored networking initiatives
Strong professional networks play a critical role in helping women build confidence, access new perspectives, and develop relationships that can support career advancement. By connecting women with internal and external communities, organisations can help create sustainable support systems that foster mentorship, sponsorship and leadership readiness.
Review policies and communications – using sectoral and geographical benchmarking
Organisations should track appointments, critical projects, pay, promotions and attrition alongside representation to ensure there is an equitable decision-making culture.
Increase visibility: strategically amplify role models and success stories
Many women involved in this research mentioned barriers related to the perception of gender, and lack of confidence to speak up and put themselves forward. By amplifying the work each organisation does to improve its leadership culture – women are more likely to feel empowered and grow within organisations.
