Blog 10 : Breaking the Glass Ceiling: Women in Banking Leadership in Sri Lanka

Introduction

Although a large proportion of Sri Lanka’s educated workforce consist with women, their representation in senior management positions in banks remains comparatively low.The invisible and unstoppable barriers which refers as the “glass ceiling”, block women’s career development, regardless of their qualifications and skills (Cotter et al., 2001). Women are adequately represented in major Sri Lankan banks such as Bank of Ceylon, People’s Bank, Commercial Bank and Hatton National Bank at various levels but are less represented at executive levels. Therefore, human resource management plays a critical role in ensuring non-discriminatory structures and leading towards inclusive leadership development. (Eagly and Carli, 2007).

In Sri Lankan banking institutions the limited advancement of women into managerial positions is influenced by cultural expectations, organizational bias, and work-life balance challenges (Eagly & Carli, 2007). To attend to family matters most female employees face pressure from society , which limits them in taking up senior level manager jobs that may require them to work for extended hours or even travel out of town. Moreover, unconscious gender biases in performance appraisals and promotion decisions maintain the male supremacy at the top.


Through human resource departments Major banks are already beginning to implement diversity and inclusion policies, but these policies have often become symbolic, not transformational. Along with lucid promotion criteria and leadership training for women structured mentorship programs are necessary, as evident in the ideas put forward by Sharma & Singh, 2021. According to the Central Bank of Sri Lanka (2023), gender inclusivity is one of the key pillars in financial sector development. Institutions are encouraged to engage in fair recruitment and talent management practices.

Moreover, there is evidence that companies with more diverse leadership in terms of gender perform better in the financial sphere, have better risk management, and innovate more. Such companies are able to act with empathy and make better decisions on service delivery. Enable the women leaders to play a strategic role in driving competitiveness and corporate reputation which will add enormous value to their operations as banks in Sri Lanka become increasingly digital and customer-centric.



Conclusion

Breaking the glass ceiling in Sri Lanka's banking industry requires sustained and dedicated commitment to equity, accountability, and culture change through HR leadership. To move into senior level management by embedding gender sensitive policies, promoting leadership development, and overcoming entrenched biases, banks can develop opportunities for women. In addition to enhancing fairness, promoting female leadership is a strategic imperative in ways that strengthen institutional resilience and achieve national economic growth.


References

1.Central Bank of Sri Lanka (2023) Annual Report 2023. Colombo: Central Bank of Sri Lanka.


2.Cotter, D.A., Hermsen, J.M., Ovadia, S. and Vanneman, R. (2001) ‘The glass ceiling effect’, Social Forces, 80(2), pp. 655–681.

3.Eagly, A.H. and Carli, L.L. (2007) Through the Labyrinth: The Truth About How Women Become Leaders. Boston: Harvard Business School Press.


4.McKinsey & Company (2023) Diversity Wins: How Inclusion Matters. McKinsey & Company. Available at: https://www.mckinsey.com (Accessed: 9 November 2025).


5.Sharma, P. and Singh, A. (2021) ‘Breaking barriers: Women leadership in Indian banking sector’, International Journal of Human Resource Studies, 11(3), pp. 45–58.

 

Student ID -  25026307

 

Comments

  1. Nilanka HerathNovember 17, 2025 at 5:33 AM

    This is a strong and well-researched article. You highlight the realities of women’s leadership barriers in Sri Lankan banking, backed by academic references and aligned with global diversity trends. It reads like a credible HR-focused thought-leadership piece.

    ReplyDelete
    Replies
    1. GihaniNovember 23, 2025 at 11:49 PM

      Thank you for your comment. I agree that the article effectively highlights the challenges women face in leadership and the HR practices that can support greater gender diversity in Sri Lankan banking.

      Delete
  2. Kalani BinushaNovember 18, 2025 at 8:10 AM

    Really insightful post! I love how you talk about breaking the glass ceiling for women in leadership — especially in the Sri Lankan context, where gender diversity in senior roles is still a real challenge.

    ReplyDelete
    Replies
    1. GihaniNovember 23, 2025 at 11:50 PM

      Thank you for sharing your thoughts. Promoting women into senior roles is not only a matter of fairness but also strengthens organisational effectiveness and innovation.

      Delete
  3. niroshaniNovember 19, 2025 at 9:41 AM

    This blog highlights the challenges women face in reaching leadership roles in the banking sector in Sri Lanka, and explains how human resource practices and supportive policies can create real opportunities for women to thrive.

    ReplyDelete
    Replies
    1. GihaniNovember 23, 2025 at 11:53 PM

      I appreciate your observation. Evidence suggests that targeted HR interventions, such as mentorship, training, and career development practices, significantly enhance women’s progression into senior positions.

      Delete
  4. Githmini DasanayakaNovember 20, 2025 at 7:30 AM

    The potential and difficulties faced by women in Sri Lankan banking leadership are skillfully highlighted in this perceptive and thoroughly researched blog. I like the way that you addressed the importance of HR in bringing about significant change while also connecting cultural, managerial, and policy backdrops to the absence of women at top levels. A strong justification for inclusive approaches is made in the talk of the strategic advantages of gender-diverse administration, proving both social and financial worth.

    ReplyDelete
    Replies
    1. GihaniNovember 23, 2025 at 11:56 PM

      Thank you for your comment. I agree that this blog effectively highlights both the challenges and potential of women in Sri Lankan banking leadership. The discussion on HR’s role, cultural and managerial factors, and the strategic value of gender diverse leadership provides a strong case for inclusive organisational practices.

      Delete
  5. NISHADI MAHAKUMBURANovember 20, 2025 at 8:53 AM

    An inspiring and timely topic! Highlighting the rise of women in banking leadership shows how far we’ve come—and how important it is to keep pushing for equal opportunities and representation

    ReplyDelete
    Replies
    1. GihaniNovember 23, 2025 at 11:57 PM

      Thank you for your comment. I agree that highlighting the rise of women in banking leadership is both inspiring and timely. Promoting equal opportunities and representation remains essential for fostering inclusive and effective organisations.

      Delete
  6. Rukshan HewamallikageNovember 21, 2025 at 12:14 PM

    As someone working in hospitality, I found this article on women in banking leadership deeply relevant. The “glass ceiling” you describe is not unique to finance—it echoes across service industries too. In hotels, we often see talented women excelling in guest relations, HR, and operations, yet fewer advancing into general management or executive roles. The cultural expectations and work-life balance pressures you highlight resonate strongly with our sector, where long hours and mobility are often seen as barriers for women. What inspired me most is the reminder that diversity at the top isn’t just about fairness—it drives innovation, empathy, and better service delivery. In hospitality, just like in banking, inclusive leadership translates directly into stronger customer experiences and brand reputation. Your call for structured mentorship and transparent promotion pathways is exactly what we need to embed in hotels as well, so that women can rise into strategic leadership and shape the future of our industries

    ReplyDelete
    Replies
    1. GihaniNovember 23, 2025 at 11:58 PM

      Thank you for your comment. I agree that the glass ceiling is a cross industry issue. Structured mentorship, clear promotion pathways, and supportive policies are essential to advance women into leadership and strengthen organisational performance.

      Delete

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