Breaking the glass ceiling: unveiling the talent management gap in boardrooms and its impact on low women representation

Extensive research has been dedicated to the study of women on boards, revealing a gradual improvement in the actual representation of women as directors on firm boards. This paper presents a comprehensive critical theory framework that combines talent management with corporate governance, human resources, and gender theories to elucidate the underrepresentation of women on corporate boards. This conceptual study, conducted through theoretical literature analysis, identifies a knowledge gap in the limited attention given to studies on the talent of women serving on boards. The purpose of this essay was to explain the sluggish progress of female directors on boards globally, despite the implementation of different laws and the evident business rationale for enhancing women's presence on boards. This study incorporates divergent and unanimous critical analyses of women on boards research, which either facilitates or impedes the advancement of women to executive positions. The primary discoveries of this study enhance the existing information by pinpointing several obstacles that contribute to the underrepresentation of women on corporate boards. These problems stem from structural factors inside organizations, individual psychological factors, and societal preconceptions. These theoretical perspectives identify obstacles and biases in the process of recruiting, developing, and retaining women directors. The implementation of a suitable talent management solution can address these issues. Key Words:Corporate governance, development, gender studies, human resources, recruitment, retention, talent management, women on boards.