Portugal ranks top tier in EU Gender Equality: But is the "Power Gap" Really Closed?

While Portugal has successfully balanced its corporate boards through quotas, organizations must now close the "executive gap" by dismantling the structural barriers and biases that prevent women from moving into high-level operational leadership.

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2/18/20263 min read

a train traveling through a train station under a blue sky
a train traveling through a train station under a blue sky

Portugal has entered the top tier of the European Union’s Gender Equality Index, reflecting sustained progress driven by a decade of targeted legislative and institutional reforms (European Institute for Gender Equality, 2024). A significant proportion of this advancement can be attributed to improvements in the “Power” domain, particularly the increased representation of women on the boards of listed and state-owned companies, where national legislation has established a minimum threshold of approximately one-third female representation.

file cabinet
file cabinet

However, beneath this progress lies a persistent “executive gap.” While board-level quotas have contributed to greater gender balance in corporate oversight, executive leadership positions remain disproportionately occupied by men. Data from the European Institute for Gender Equality indicate that women continue to be significantly underrepresented in senior executive roles within major Portuguese firms, highlighting a structural disconnect between representation and decision-making power (EIGE, 2024). This suggests that while women are increasingly present in governance structures, they remain less visible in operational leadership.

brown wooden dice on white surface
brown wooden dice on white surface

To advance Corporate Social Responsibility (CSR) outcomes, Portuguese organizations must move beyond board-level parity and address inequalities within the managerial pipeline. Research shows that women’s progression into senior leadership is often constrained by limited access to sponsorship, organizational bias, and the enduring effects of the “motherhood penalty” (OECD, 2023). Addressing these barriers requires systematic intervention, including leadership development pathways, transparent promotion criteria, and targeted sponsorship initiatives.

red theater curtain
red theater curtain

Achieving the next stage of gender equality in Portugal therefore depends on transforming representation into influence. Without addressing structural barriers within middle and senior management, improvements in national rankings will not translate into substantive equality in corporate leadership.

Reference

European Institute for Gender Equality. (2024). Gender equality index 2024: Portugal. https://eige.europa.eu/

OECD. (2023). Gender equality in leadership and the labour markethttps://www.oecd.org/

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