Despite decades of diversity rhetoric, women remain markedly under-represented in business school leadership. Based on schools participating in our yearly survey, AACSB’s most recent data shows women comprise 41.8 percent of tenure-track faculty, 27.1 percent of full professors and 29.8 percent of deans. While these numbers have steadily increased over the years, there is still meaningful progress to be made in advancing the representation of women within business schools.

As institutions responsible for shaping inclusive, globally minded leaders, business schools have a duty to reflect those values in their own faculty. Students benefit most when they are taught by educators who represent the demographics and realities of the business world they will enter after graduation.

The challenges are multifaceted, spanning limited career pathways, persistent work-life balance pressures, and a lack of mentorship to develop the skills needed to progress into leadership roles such as dean. The data show that the drop-off doesn’t happen at entry; it happens on the path to leadership. Women are well represented in early academic roles yet remain significantly under-represented at professor and dean level.

This is not a pipeline issue, it is a progression issue, where capable leaders are not advancing at the same rate as their peers. Insights from business school deans reinforce why this matters. Leadership is not symbolic, it directly shapes institutional direction, from strategic priorities and resource allocation to culture and innovation.

The barriers are well understood. Entrenched networks, uneven access to sponsorship, and evaluation systems that reward traditional leadership profiles continue to slow advancement. At the same time, leadership itself is evolving. Deans point to the growing importance of adaptability, collaboration, and inclusive decision-making, capabilities that are strengthened through diverse leadership teams. When women are not advancing, business schools are not just missing representation; they are missing out on critical leadership capacity. The risk is strategic.

Schools that fail to fully leverage their talent risk weaker decision-making and a diminished ability to prepare graduates for a global, interconnected economy.

Leadership without trade-offs
One of the most persistent barriers to women’s advancement in business school leadership is not capability, but sustainability. The path to leadership has too often been shaped around expectations that leave little room for life outside of work, making it harder for many talented women to see themselves – or remain – on that path.

Insights from deans highlight that the role itself is becoming more complex and demanding, requiring constant availability, high visibility and significant personal investment. Without more flexible and human-centred approaches to leadership, institutions risk narrowing their own leadership pipelines by unintentionally excluding those who cannot, or choose not to, meet these expectations. Addressing this challenge starts with redefining what effective leadership looks like.

Women can lead at the highest levels and maintain full lives outside of work. There are practical steps that can make this a reality. More flexible leadership models, clearer expectations around workload, equitable parental and caregiving policies, and stronger support systems can all help ensure that leadership roles are accessible and sustainable. Transparency around career pathways, making those in the selection process aware of potential unconscious bias, and open conversations about balance also play a critical role in changing perceptions about what leadership requires. When business schools make space for both, they expand their talent pool, strengthen their leadership, and model the kind of inclusive, sustainable workplaces they seek to promote.

In an Insights from Deans report by AACSB in February 2024, we learned that 42 percent of first-time deans desire more mentorship coming into the role. AACSB heard this feedback and created the ‘Dean’s Journey’ in our AACSB Academy. This cohort-based programme, developed by business school deans, gives insights from experts, peer-to-peer connection, and preparation to lead. Across the first two cohorts, the participants are 45 percent female.

We are unlocking new paths for women to feel comfortable in their leadership abilities to continue taking the next step in their careers. AACSB is not just identifying the problem; we are taking steps to bridge the gap. As we see graduates come from our ‘Dean’s Journey’ programme, we are encouraged this will have a direct impact on bringing more women into business school leadership.

A call for accountability
The evidence is no longer in question. The talent exists, the ambition is present, and women across business schools are already demonstrating the capability to lead at the highest levels. Empowering women to lead means more than opening doors: it requires actively equipping them with the opportunities, networks, and confidence to step into leadership and shape the future of business education. It also means recognising and valuing diverse leadership styles that strengthen institutions.

Progress depends on sustained commitment, shared accountability, and a willingness to challenge long-standing norms that have limited leadership pipelines. The direction is clear. What matters now is ensuring that more women are not only prepared to lead but are empowered to do so.