The healthcare sector in India, like many others globally, is paradoxically both a stronghold of female workforce participation and a bastion of male-dominated leadership. While women form the backbone of healthcare delivery—comprising nearly 100 per cent of ASHA workers, 80 per cent of the nursing workforce, and 29 per cent of doctors—they remain significantly underrepresented in decision-making roles. This underrepresentation is stark when examined through the lens of leadership. According to studies, only 18 per cent of leadership positions in healthcare in India are held by women. While progress is underway, gender disparity in healthcare leadership remains evident. At AIIMS, India’s premier public medical institute, only one of the 20 directors is a woman—an indicator of the broader imbalance. In private hospitals, evolving organisational cultures have led to gradual improvement, with female representation in leadership roles now ranging between 25 per cent and 30 per cent. Yet, the gap is even more pronounced in academia, where out of nearly 1,000 universities across India, fewer than 70 have female vice-chancellors.
Despite being the majority in caregiving roles, women’s transition to leadership in healthcare is limited by structural and cultural barriers. These include ingrained gender biases, lack of mentorship, societal expectations around caregiving, and often the absence of institutional support for maternity or work-life balance.
What women bring to leadership roles
Women bring unique and valuable perspectives to healthcare leadership—perspectives that are patient-centric, inclusive, and often more holistic. Incorporating women into leadership roles in healthcare yields transformative benefits that extend well beyond mere representation. Women leaders often champion empathetic, patient-centred care, leveraging their understanding of caregiving nuances and community engagement to enhance healthcare delivery. A study published by BMJ (British Medical Journal) Global Health that analysed 137 peer-reviewed articles indicates that institutions led by women are often associated with improved healthcare outcomes, including better gender parity in care delivery and positive health metrics. Their leadership fosters inclusive policy development, often employing frameworks such as the Health Equity Impact Assessment (HEIA) and the Intersectionality-Based Policy Analysis (IBPA) framework as examples of tools that inclusive leadership might use to address the needs of underserved groups by incorporating social determinants of health and intersectionality. By promoting a more equitable environment, women leaders not only improve health and gender outcomes but also create supportive workplaces for healthcare workers and better experiences for patients, particularly those from marginalised communities
Notable women leaders in Indian healthcare
In her recently released memoir, Dr Sneh Bhargava, the first woman to have ever served as Director of AIIMS, reflects on the deeply rooted gender bias she faced at the highest levels of Indian healthcare. “This gender bias is so entrenched,” she writes, recounting how her appointment—personally endorsed by Prime Minister Indira Gandhi—was met with scepticism and controversy. Critics questioned whether a woman could shoulder the weight of such a prestigious institution. “My calm demeanour was mistaken for weakness, my silence for submission,” she notes, highlighting the persistent and misguided assumptions that continue to shadow women in leadership. To succeed, women need to be more proactive, resilient and visible in their careers.
However, things have been changing for women in the Indian healthcare space.
Several remarkable women have broken through the glass ceiling in Indian healthcare, paving the way for transformative change through their leadership. Dr Sangita Reddy, Joint Managing Director of Apollo Hospitals, has been instrumental in shaping private healthcare delivery in India. Upasana Arora is recognised for her contributions to hospital administration and patient care excellence, while Meenakshi Nevatia drives pharmaceutical innovation and marketing at a national level. Dr Swati Piramal, a public health expert, stands out as a leading voice in healthcare innovation. Lt. Gen. Madhuri Kanitkar, Vice Chancellor of MUHS, is among the few women leading a health university, and women Vice Chancellors Dr. S. Geethalakshmi and Dr. Sudha Seshayyan at MGR University in Tamil Nadu signal slow but steady progress. Kiran Mazumdar-Shaw, founder of Biocon and known for her work in biotechnology, exemplifies the power of inclusion, demonstrating how female leadership can drive innovation and transformative outcomes in the healthcare sector. Namita Thapar, Executive Director of Emcure Pharmaceuticals, has expanded the company’s focus on women’s health and chronic disease management while championing health awareness and youth mental health through platforms like Shark Tank India. Similarly, Samina Hamied, former Executive Vice Chairperson of Cipla, has been instrumental in driving the company’s global growth and strengthening its commitment to affordable, inclusive healthcare and pharmaceutical innovation. Ameera Shah, Managing Director of Metropolis Healthcare, transformed the business into a leading diagnostics chain and is a vocal advocate for ethical healthcare and women’s leadership in the sector.
What needs to be done?
To overcome existing barriers in India’s healthcare ecosystem, a comprehensive, multi-pronged approach is essential to foster gender equity and empower women in leadership roles. This involves introducing Equity, Diversity, and Inclusion (EDI) practices, drawing from successful corporate governance models, by encouraging structured dialogue and implementing best practices to ensure fair representation of women on healthcare boards and leadership committees through organisational reforms. Formal mentorship and sponsorship programs can provide women with critical guidance, support, and networks to navigate male-dominated spaces and advance into senior roles, countering the isolation many experience. Institutions must also implement training and sensitisation programs to challenge harmful gender norms, promoting a gender-neutral organisational culture that values leadership qualities regardless of gender.
Targeted leadership and soft skills training for mid-career women professionals can equip them with the confidence and competence needed for higher responsibilities. To address career stagnation due to maternity leave or caregiving, bridge courses and returnship models can facilitate seamless reintegration, enabling women to maintain momentum on their leadership paths. Government bodies, such as the ICMR, should develop exclusive leadership fellowships and programmes for women, while financial incentives like loans and grants for women-led health startups can catalyse female entrepreneurship.
Ultimately, systemic change requires collaboration among media, policymakers and educational institutions to normalise women in leadership, creating a more inclusive society where young girls have visible role models to inspire and guide their aspirations. Breaking barriers in healthcare leadership is not just a gender issue—it is a matter of better outcomes and equitable systems. Women in healthcare have already proven their strength in numbers and competence in service delivery. It is time they are equally empowered to lead.
