I grew up in retail—stacking shelves, working the tills, and doing everything in between before eventually making my way up to senior management. If you’ve worked in retail, you know it’s not for the faint-hearted. It’s fast-paced, unpredictable, and comes with a side of unique customers.
However, one thing is certain: grocery retail wouldn’t function without hardworking, engaged employees.
And guess what? Studies have shown that women are more engaged than men in nearly every role below senior leadership. They’re often the ones driving store culture, keeping teams motivated, and ensuring that everything—from fresh produce to payroll—gets sorted. But something weird happens when women move up the ladder: their engagement starts to drop. Meanwhile, men’s engagement increases.
Now, why is that? Well, for starters, leadership roles can feel isolating. Women often don’t get the same level of support, recognition, or opportunities as their male counterparts.
A 2022 McKinsey & Lean In report found that for every 100 men promoted to management, only 87 women move up with them. And in frontline retail, where leadership pipelines are critical, the gap is even wider.
The reality of retail’s gender gap
The gender pay gap isn’t doing us any favours either. In Ireland, women earn, on average, 12.6% less than men. Even in an industry where women make up a significant portion of the workforce, they’re still underrepresented in leadership roles and underpaid when they get there.
And then there’s the “double shift”—the fact that many women in senior roles are still handling the majority of household and childcare responsibilities. According to Eurostat women in Ireland spend nearly 13 more hours per week on unpaid domestic work than men. So, when long, unpredictable hours come into play (hello, Christmas trading madness), women often have to make tough decisions about career progression versus family life.
The leadership ‘Engagement cliff’
Women tend to start their careers in retail with high engagement, and they bring that energy into middle management. But when they hit senior roles, the support system thins out. Research suggests that this drop-off happens because senior women often feel unheard, undervalued, or excluded from decision-making.
There’s also the pressure to conform to leadership styles that don’t always align with how women naturally lead. While men are often praised for being decisive and assertive, women in leadership can face criticism for the same traits. A Harvard Business Review study found that women in executive roles receive less actionable feedback and are more likely to be judged on personality rather than performance. So, in other words, “you’re too nice” or “you’re too tough” are actual career blockers.
And let’s not forget the invisible workload: the expectation that women in leadership will also take on extra emotional labour—mentoring junior employees, driving diversity initiatives, or being the “approachable” manager. All of this adds up, and it’s no surprise that many women leave senior roles sooner than men.
What can retailers do to fix this?
The good news? There are practical steps grocery retailers can take to stop this talent drain and keep their best leaders engaged:
Flexible work arrangements – Job sharing, hybrid options, and predictable scheduling can help women balance leadership with life. This isn’t about “special treatment” but about removing unnecessary barriers to retention.
Pay transparency and equity audits – If men and women are doing the same job, they should be paid the same. Full stop. Retailers should proactively review salary structures to close any hidden gaps.
Mentorship and sponsorship programs – Mentorship is great, but women also need sponsors—senior leaders who actively advocate for their promotions, not just offer “advice” over coffee.
Leadership training that works for women – Traditional leadership programs tend to be built around outdated ideas of authority. More inclusive training can help women lead authentically without feeling like they have to mimic outdated leadership styles.
At the end of the day, retail is a people business, and if we want to keep our best talent engaged—especially women in leadership—we need to make real changes. The numbers don’t lie: women bring high levels of engagement, strong leadership, and invaluable experience to the table. But if the system is set up in a way that causes them to burn out, disengage, or leave, then retailers are only hurting themselves. Closing the gender gap isn’t just the right thing to do—it’s a smart business move. More diverse leadership leads to better decision-making, stronger teams, and ultimately, better-performing stores. Because when women thrive in leadership, everyone benefits—including the bottom line.
