What Female Executives Are Saying About Leadership Today
Insights from a cross-sector roundtable on visibility, barriers and what effective leadership really requires.
Amrop Carmichael Fisher, in partnership with Perpetual Limited, recently hosted a roundtable with female leaders across finance, law, consulting and professional services.
Co-hosted by Amrop Partner Fiona Getty and executive coach Jocelyn Chong, the session explored what sustainable, inclusive and future focused leadership looks like in today’s environment. What emerged was not just a conversation, but a shared reflection.
Participants spoke candidly about the visibility of leadership, the influence of early role models, and the personal and structural barriers that continue to shape women’s experiences at the highest levels. At the centre of the discussion was a question every organisation should be asking: what kind of leadership are we cultivating, and for whom?
Leaving A Leadership Legacy
Participants recognised that leadership presence is always on display. Influence extends beyond boardrooms and decision points into everyday behaviours, especially during high-pressure moments. The group reflected that culture is often shaped through consistency rather than intention. This prompted a broader conversation about how legacy is created in real time, often without conscious design. Every action, or inaction, models a version of leadership that others internalise. Especially in senior roles, people are always observing. The way leaders communicate, behave, and make decisions sends powerful signals about what is expected and acceptable.
Jocelyn Chong reminded the group:
“Think about how you can influence — because when you lead through influence, you magnetise those leadership qualities. But when you try to force them, they don’t stick. Everyone is watching. So how can you demonstrate and role model those qualities to them?”
Learning Through Leadership Experiences
When asked to name women who had shaped their leadership, participants named mothers, aunts, mentors and former colleagues. These role models often demonstrated resilience, calm, and belief in others during pivotal moments. The power of observation in early years was emphasised, particularly by those raised in family businesses or under strong female influence.
Just as formative, however, were the lessons learned from poor leadership. Several participants shared experiences with female leaders who had led through control or fear. In some cases, these experiences became catalysts for participants to pursue a different style of leadership.
For others, the lack of available female role models within their industries meant their approach to leadership had been shaped almost entirely in male-dominated environments. This absence highlighted the importance of visibility and representation, particularly in the upper echelons of professional services.
Navigating Structural Barriers
Despite progress, participants acknowledged that systemic barriers to women's advancement persist. These include lack of access to commercial roles, biases following parental leave, and exclusion from informal networks that still shape promotion pathways.
The group explored how these obstacles often show up as ‘glass’ barriers — ceilings, cliffs, walls and floors. Each represents a different, often invisible constraint: from being overlooked for senior roles, to being placed in risky positions without support, or siloed in functions with limited upward mobility. One leader described it as “being able to see the opportunity but not being able to reach it.” A sentiment that resonated strongly across the room.
Importantly, these barriers are not always enforced externally. In some cases, they are internalised — reinforced by organisational assumptions about women's ambitions after parental leave, or by the subtle expectation that flexibility means stepping back.
One participant, who had returned to work part-time after maternity leave, described being promoted not because she pushed for it, but because a mentor recognised her capability and actively championed her. “It wasn’t me pushing. It was someone else seeing something in me and telling me to go for it.”
This highlighted the critical role of sponsorship. The group agreed that proactive advocacy should be embedded within leadership development efforts. True equity is not achieved through policy alone, but through deliberate, consistent support for potential at every level.
Facing Internal Dialogue
Alongside structural barriers, the group examined the internal pressures that often go unspoken in senior leadership. Executive coach Jocelyn Chong highlighted four “silent saboteurs” that can quietly undermine even experienced leaders: imposter syndrome, tall poppy syndrome, perfectionism and procrastination.
Imposter syndrome remains prevalent, even at the highest levels. Jocelyn shared how 360-degree feedback early in her career revealed blind spots that changed her trajectory. For those seeking a constructive approach, she encouraged leaders to initiate a targeted feedback conversation using a simple question: "What would you like to see me improve over the next 12 months?"
Tall poppy syndrome, particularly common in Australia, can discourage women from standing out or claiming success. The group agreed that fostering cultures where leaders actively elevate and recognise others is essential to breaking this pattern.
Perfectionism was described as a frequent barrier to progress, especially in high-performance environments. Leaders acknowledged the need to act before everything is fully polished, embracing a mindset that favours progress over perfection.
Procrastination, often tied to self-doubt or unrealistic expectations, can delay critical decisions or hold back ambition. Recognising procrastination as a pattern, rather than a personal flaw, is key. For senior leaders, building the discipline to act decisively, even amid uncertainty, can shift a mindset from avoidance to momentum.
By naming these internal patterns, the group surfaced an important insight: addressing these saboteurs is not only necessary for personal growth, but also critical to supporting the next generation of leaders. When leaders model self-awareness and resilience, they give others permission to do the same.
Developing Future Leadership Capabilities
The group identified five core capabilities that will define high impact leadership over the next decade:
- Business fluency in emerging technologies and their implications
- Creative, non-linear problem solving
- Cross-functional collaboration and influence
- Strategic relationship building across internal and external networks
- Human-centred leadership that balances outcomes with empathy
These capabilities reflect a shift away from traditional hierarchies toward leadership that is agile, values-driven, and responsive to complexity. They are essential to navigating the evolving demands of clients, stakeholders, and teams.
Building a Leadership Culture
The session closed with a return to the idea of legacy — not as a long-term destination, but as a daily act. For the women in the room, leadership was not just about delivering results. It was about creating space for others, modelling transparency, and making decisions that build trust and momentum.
As Jocelyn Chong reflected, legacy can be shaped in even the smallest of moments:
“I think it's really illuminating and often really satisfying to talk to someone who's more junior than you and being able to, even in just a simple conversation, impart some different perspective to them.”
At Amrop Carmichael Fisher, we view leadership as a responsibility that extends beyond individual roles. When leaders operate with clarity, courage and reflection, they not only shape their own impact, but influence the culture and capability of those around them.