Sponsorship Is Powerful, But Access Remains Uneven

Sponsorship can open doors to visibility, advancement, and career-defining opportunities, but the research shows that access is still inconsistent.

85% of respondents were familiar with the concept of sponsorship, yet only 45% of women surveyed had experienced it. Among those who had been sponsored, 73% said it significantly advanced their careers.

Women from racialized groups were also less likely to have had a sponsor, even though the impact of sponsorship was particularly strong among those who did.

“The people who got it were not necessarily the best. They were just the closest to decision-makers.”
— Survey Respondent

Who Gets Sponsored Matters

Sponsorship is still largely shaped by those who hold senior leadership positions.

Among women who had a sponsor, 79% said their sponsor was a man. At the director level, that figure rose to 86%.

The research also found that sponsorship decisions often rely on informal judgement. 92% of sponsors cited perceived growth potential as a factor in choosing who to support, while only 31% said they intentionally sponsored someone from an underrepresented group.

“Earlier in my career, a sponsor stepped up to make sure I had assignments where I could excel, where I was visible internally and externally.”
— Survey Respondent

The Business Case for Structured Sponsorship

The research points to a clear opportunity for organizations to make sponsorship more intentional.

41% of respondents said their workplace had no formal sponsorship program, and only 35% said their organization actively encouraged sponsorship.

Organizations that formalize sponsorship stand to strengthen:

  • retention of high-potential talent
  • leadership diversity
  • succession pipelines
  • leadership engagement and accountability

“A senior executive put my name forward for a high visibility project early in my career [and] that was the key to everything.”
— Survey Respondent

From Good Intentions to Meaningful Impact

Survey respondents identified three priorities for improving sponsorship:

Make Sponsorship a Core Leadership Practice

Create structured programs, establish clear expectations, and track the impact of sponsorship on advancement, visibility, and retention.

Prepare Leaders to Sponsor Effectively

Provide practical training, examples, and tools that help leaders understand what effective sponsorship looks like and how it differs from mentorship.

Strengthen Cross-Gender Sponsorship Practices

Set clear expectations around cross-gender sponsorship, audit who is receiving support, and incorporate sponsorship into succession planning.

“Formal sponsorship programs — not just mentorship — should be required for people in leadership positions.”
— Survey Respondent

About the Research

This North American survey was conducted by Women of Influence from February 21 to March 10, 2025, with 402 professionals across industries. Respondents were drawn from the Women of Influence subscriber list and social media communities.

The research examines how sponsorship operates today, what barriers prevent women from accessing it, and how leaders and organizations can create more intentional pathways to advancement.