India’s real estate sector is expanding faster than its leadership is diversifying.
Women account for nearly half of India’s population and about 10% of its construction workforce. Yet only 1–2% of top positions in the industry are held by women, according to a recent JLL–NAREDCO MAHI report. Deloitte’s research on board diversity confirmed the same gap.
Leadership isn’t keeping pace with the market. The sector contributes around 7% to India’s GDP today. That share is expected to rise to 13% by 2030, when the market could reach $1 trillion. Despite this growth, leadership structures still reflect an older, relationship-driven business model dominated by men.
Women have established roles in architecture, engineering, finance, legal advisory, marketing, sustainability, and project management. The gap appears further up the ladder, where few women reach senior decision-making positions. Globally, women hold about 14.5% of C-suite roles in real estate. In India, the figure remains in the low single digits.
As the industry adopts technology, AI-enabled planning, and ESG compliance, diverse leadership offers a business advantage. Research by McKinsey has consistently shown that organisations with more diverse leadership teams outperform their peers.
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For real estate, women leaders can bring perspectives that are particularly relevant as the sector handles AI, digital innovation and ESG-led development. A broader leadership base can contribute to smarter, more sustainable and customer-focused urban environments while supporting more balanced business decisions.
Women are already shaping the built environment
Across the broader built-environment ecosystem, women are influencing innovation and transformation. The challenge has never been a shortage of capable women, but the limited opportunities available for them to progress into decision-making roles.
The case for diversity strengthens when considering India’s evolving homebuyer. Women are no longer just influencing household property decisions—they’re becoming independent buyers, investors, and entrepreneurs. Their priorities include safety, accessibility, sustainability, and digital convenience.
Teams that reflect this customer base may better understand shifting preferences and develop products to meet them. It’s not just about who sits in the boardroom but how businesses anticipate market demand.
Retention is as important as hiring
Increasing women’s representation at entry and mid-career levels won’t close the leadership gap if they leave during critical career stages. Many women exit the workforce due to caregiving responsibilities, despite statutory maternity benefits. Long-term career progression requires more than policies—it needs flexible work arrangements, return-to-work pathways, childcare support, mentoring, and equitable performance evaluations.
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The industry’s challenge isn’t just creating opportunities—it’s ensuring women can sustain their careers long enough to reach the top. Without addressing retention, hiring efforts alone won’t make a difference.
Building a stronger pipeline of women leaders will require coordinated action from companies, industry bodies, government, and educational institutions. Industry bodies including NAREDCO and CREDAI have increasingly initiated conversations around attracting and retaining more women professionals across the sector. Government and academia could support scholarships, internships, and skill-development programs to encourage more women to enter the field.
Greater transparency around diversity metrics would help establish accountability. If the industry wants to shape the future of urban India, its leadership must reflect the society it serves. That approach builds stronger businesses and more resilient communities.
Investors are already considering ESG principles and governance standards. Organizations with inclusive leadership structures will have an advantage in attracting capital and talent. Indian real estate cannot afford to build the cities of tomorrow without women in leadership roles.
