Latinas in Leadership: Self-Empowerment And a Steep Ascent

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Latinas in LeadershipDespite the fact that the U.S. Latino GDP would rank as the fifth-largest economy globally, Latinas still face the steepest climb up the U.S. corporate ladder in 2025, hindered by systemic bias, cultural taxation, and lack of meaningful support.

Amidst a disconnect between the growing economic impact of Latinas and their stalled advancement in corporate leadership, we highlight the culturally grounded and self-empowering strategies that Latinas can take to rewrite the narrative that corporate culture is lagging to recast.

Latino GDP in the U.S. Is an Economic Force

The Latino population is a force within the U.S. economy that isn’t slowing down anytime soon. According to the 2025 U.S. Latino GDP Report, Latino economic output in 2023 was $4.1 trillion.

Were it a country, the U.S. Latino GDP would rank as the fifth largest GDP worldwide, growing 2.7 times faster than non-Latino GDP in the U.S.

From 2010 to 2013, Latino real consumption also grew 2.9 times faster than non-Latinos, proving to be a real economic engine.

Latinas are also the fastest growing group of entrepreneurs, starting businesses at six times the rate of other groups.

The Steepest Climb Up the Leadership Ladder

Latina’s face “the steepest climb up the corporate ladder” according to The State of Latinas in Corporate America 2024 report by Lean In, based upon 2019 to 2023 data.

Latinas are the most underrepresented of any group at entry level jobs (5% vs 9% of general population) and have the greatest drops (78%) in representation on the way to the C-Suite.

Only 1% of C-suite executive positions in Corporate America are held by Latinas. The data showed two broken rungs on the pipeline ladder: one is at the initial promotion to manager and the other at promotion to VP.

Despite the barriers, Latinas continue to demonstrate the ambition and talent for leadership. Latinas are more likely (71%) than the average woman (63%) to be interested in becoming leaders and to indicate it’s increasingly important to them.

Professional Neglect: A Retention Issue

In her research among Latina leaders, Dr. Zaibis Muñoz-Isme, of American University, explores aspects of “professional neglect” for Latinas in leadership—a phrase shared in conversation by Dr. Sofia Pertuz, workplace cultural strategist.

  • Tokenistic inclusion – representing diversity at the table without meaningful support or inclusion in decision-making processes
  • Cultural taxation – the burden of being positioned as the lone representative of an entire group
  • Lack of mentorship/sponsorship – navigating leadership without the support networks, advocates and guidance that peers have access to
  • Dismissal of expertise – having ideas dismissed or co-opted by individuals who lack the lived experience informing them
  • Micro aggressions and bias – subtle forms of discrimination that undermine belonging and confidence

Indeed, the Lean In report showed that Latinas do not feel as supported as peers in the corporate world—neither by managers or peers. They are less likely than overall women to report managers ensure they get credit for their work or show interest in their career advancement. And less likely to say that senior colleagues praise their accomplishments or advocate for compensation raises.

Muñoz-Isme also found that Latinas in leadership roles were not as supportive of other junior Latina women as she expected, perhaps due to Queen Bee syndrome. When the culture is not inherently and structurally supportive, it creates strain on those Latina leaders who do manage to break through.

Belonging and Flexibility Matter

Lean In shares that 37% of Latina women report having the “only experience—being the only person of their group identity in a room, compared to 13% of all women. Compared to overall women, these Latina “only’s” are twice as likely to hear insults towards their culture (15% vs 7%), twice as likely to feel they are expected to speak on behalf of their cultural identity (20% vs 9%), and nearly three times as likely to deal with other’s comments on their language skills (21% vs 8%).

Experiencing these micro aggressions more than doubles the odds of feeling burnt out, feeling unable to advance as well as others, and considering leaving the company for a different work culture.

Additionally, while many Latinas remain highly committed to work and community, they do not feel they have the flexibility they need to balance their diverse commitments.

Six in ten Latinas feel pressure towards both family obligations and to succeed at work. According to Lean In, Latinas reported being less able to work remotely, set their own hours, step away from work, or take family time off compared to women overall.

As written by Nathalie Darras in Hispanic Executive, motherhood and professional work are often seen by many Latinas as two divergent paths, a dichotomy that need not exist, but results from the lack of support to balance out life.

Four Self-Empowering Actions for Latina Leaders

With the force that the Latinx population represent in the U.S. economy, it’s inevitable that Latinx leaders will change the composition of leadership, but changing the character depends upon authenticity.

Each Latina leader who brings her whole self to the workplace is going to help drive that change, because it’s people who hold the power to change culture and call organizations to a greater collective accountability.

1) Carve a self-directed career path.

Muñoz-Isme recommends that Latinas embrace a self-directed career path and take initiative in their own goals and advancement wherever possible, leveraging cultural assets.

Latinas can own their relational strengths in finding mentors and sponsors, seeking out allies, and putting your name in for opportunities. Being self-directed also means advocating for yourself, despite cultural resistance around self-promotion, leveraging existing networks of support and building new ones, as well as defining your terms of success.

It’s also important to discern your capacity to thrive in different environments, because not all work cultures are cultivated equally.

As Johanna Diaz, Global Head of Alternatives Product Strategy at Goldman Sachs, recently told us, “In facing challenges or change, I always go back to the questions: Am I in the right place? Am I surrounded by the right people? Am I learning? Am I growing?”

2) Be aware of and leverage cultural scripts and drivers.

For many Latinas, internalized cultural drivers shape behavior and decisions, often in ways that go against the grain of what is being rewarded in corporate culture. Some of these drivers are:

  • familismo: the importance of close and extended family relationships as guiding parameter for decision-making
  • marianismo: gender beliefs in which women are expected to be selfless, self-sacrificing, and nurturing
  • personalismo: creating personal and meaningful relationships
  • colectivismo: the importance of belonging to a group and recognizing the needs of that group
  • respeto: respect granted to others because of formal authority, age, or social power, without questioning
  • simpatía: promoting pleasant interactions and positive relationships, while avoiding conflict and disharmony

Embracing culturally relevant leadership means becoming aware of how these drivers influence you, as well as how they can be leveraged as assets within your leadership.

For example, Latinas must challenge the inhibiting influence of respeto and marianismo when it comes to sharing their voices and perspectives. Equally, they can leverage personalismo and colectivismo in building influence through collaboration and strong relationships.

Leveraging the strengths of cultural scripts can help Latina leaders to foster cultural pride, leadership skills, and empowerment.

3) Stay authentic.

Many Latinas have reported checking aspects of self at the door in order to fit into corporate cultural norms. But as the composition of the workforce and leadership changes, slowly and inevitably, so will culture. People ultimately create and influence culture.

While it requires courage and true resilience for Latinas to move in authenticity within a corporate context designed on different values, nothing will compromise your vitality and wellbeing more than contorting your authentic self while trying to fit in.

True belonging hinges on authenticity. It’s important that Latinas let themselves be felt in the workplace and in leadership, so that eventually, the corporate environment responds.

4) Leverage cultural wealth.

Latinas can flip the narrative by owning their cultural wealth: “an array of knowledge, skills, strengths and experiences that are learned and shared by people of color and marginalized groups; the values and behaviors that are nurtured through culture work together to create a way of knowing and being.”

Six forms of community cultural wealth, outlined by Dr. Tara J. Yosso, that Latinas can leverage in leadership include:

  • aspirational: the ability to sustain and work towards a vision for the future amidst both real and perceived barriers
  • navigational: the ability to maneuver through systems and contexts not historically designed to support you
  • social: the ability to leverage community resource and connections in building a network of support
  • linguistic: the sum intellectual, social and communication skills obtained through multicultural history, bilingual or multilingual capacity, and experiences
  • familial: the cultural knowledge and nuance obtained from family and community experiences
  • resistant: the cultural legacy of challenging inequalities and the status quo, and ability to resist stereotypes

Despite structural barriers, cultural bias, and underrepresentation, Latinas are ready to lead and are leading.

By embracing cultural strengths, carving self-directed paths, and showing up authentically. The future of leadership will be shaped not just by who gets a seat at the table, but by how leaders redefine the table itself. Latinas have the vision and the voice to lead in ways that are authentic, inclusive, and transformative.

It is no longer a question of if Latinas will lead, but when. And with every step upward, they expand the definition of leadership for everyone.

By: Aimee Hansen.  Alongside years of writing on leadership, Aimee Hansen is the founder of Storyteller Within and leads the Journey Into Sacred Expression women’s retreat on Lake Atitlan, Guatemala. Follow her at thestorytellerwithin.com, on instagram, and via Linked In.

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Johanna Diaz: Global Head of Alternatives Product Strategy, Goldman Sachs

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Johanna Diaz“In facing challenges or change, I always go back to the questions: Am I in the right place? Am I surrounded by the right people? Am I learning? Am I growing?” says Johanna Diaz. “When you can identify core tenets to return to and hold yourself to them, they become a guide for navigating almost anything.”

Led as much by her intuition as by the foundational aspirations of her first-generation beginnings, Diaz leverages every opportunity to learn, grow, and lead. She shares how her trajectory reflects not only her resilience but also the support of mentors whose influence continues to inform her leadership.

From the Bronx to Goldman Sachs

Born in the Bronx to parents who immigrated from the Dominican Republic, Diaz understood the value of education from an early age: “being a first-generation American, my parents made it a priority for my siblings and me. We were the first in our family to attend university and enter the business world.”

For Diaz, that focus on education was also a path to financial stability, which led her to pursue accounting — a profession she saw as both practical and reliable. Starting her career first as an intern and then as a CPA at Grant Thornton, Diaz gained both skills and exposure. When she was first introduced to Goldman Sachs as a client of Grant Thornton, the experience left an impression.

“I was blown away by the caliber of the people, the rigor around collaborative teamwork and the focus on delivery.” That exposure opened her eyes to possibilities beyond what Diaz had imagined. When the opportunity came to join Goldman, she took the leap. “That was the first big twist in my career as it redirected my vision from accounting to a whole other world of possibility.”

Over the next two decades, Diaz’ career grew organically across business development, research, and ultimately asset management to be the Global Head of Alternatives Product Strategy, a role that she finds equally rewarding and inspiring.

“The last five years have been so incredible, pivoting to the alternative investing landscape. I’ve had the opportunity to help build a business from scratch and expand the shelf as it relates to our products. The content, as well as being a part of a team that is integral to Goldman Sachs’ growth has been so fulfilling.”

The Influence of Mentors and Executive Coaching

Diaz credits her ability to pivot, take risks, and grow in new roles as being bolstered by the mentors who offered guidance and perspective along the way. An early mentor gave her a piece of advice that still resonates: take stock every few years.

“That conversation was pivotal for me. Even 20 years later, every two to three years, I take a personal moment of deep reflection: Where am I? Have I accomplished what I set out to do? Could there be more? That practice has guided me throughout my entire time at Goldman.”

She sees mentors as a personal “board of directors” — people who know her well and can be honest when she calls on them for guidance, whether about career decisions or balancing family and work. “My mentors played a huge role in helping me navigate my personal journey, including building a family, while building momentum in my career.”

Executive coaching complemented that support, giving Diaz structured feedback and tools to grow. Early programs offered through Goldman helped her refine presentation skills, while later on she focused on refining “leadership and communication skills but in a more nuanced way than I’d ever had before.”

Together, mentorship and coaching have provided Diaz with both a trusted sounding board and a framework for continuous growth, shaping the leader she is today.

Values-Driven Leadership

Beyond the mentors and coaches who helped guide her, Diaz points to a foundation of authenticity and integrity as key to her success.

“First and foremost, it’s important to remain true to yourself,” she says. “All of my values anchor around being a good human and working with high integrity. They guide me through everything I do.”

Fairness is equally central. Diaz strives to create a work environment where people feel valued, connected, and confident that they will be treated justly. “I want to be someone people feel comfortable approaching,” she explains. “They should know I’ll listen and provide support.” Drawing on lessons from leaders she has worked with, Diaz shapes her leadership around trust, relationship-building, and followership.

Hard work and high standards also define her approach. She believes in delivering quality work with reliable outcomes and modeling excellence to inspire her team to do the same. “As a baseline, I expect that not only of myself, but it’s also important to me to set the right example that my team then wants to follow,” she notes.

Embracing Risk

While Diaz’s career has been marked by achievement, it has not been without moments of uncertainty. She recalls these moments as an opportunity to pause and reflect.

“Early on, I faced a decision about whether to continue in research or move toward a more strategic, leadership-focused role. It was uncomfortable because I wasn’t sure I’d excel, but I leaned on my core values and trusted mentors to guide the decision.”

Over time, Diaz has learned to embrace risk thoughtfully, viewing it as an opportunity to challenge herself and explore new possibilities. Her recent transition into asset management illustrates this approach. Encouraged by a mentor to consider another part of the firm, she reflects, “it was through that conversation that I realized that it was time to take a risk. I was super comfortable. I had a lot of security. I had to consider, ‘do I want to push myself a little more?’”

Deciding to “take a risk on herself” and accept the opportunity to become the COO of Goldman’s growth business, Diaz says, “was a big transition. But it pushed me, and it’s been the most pivotal part of my career.”

Legacy of Access and Opportunity

Looking ahead, Diaz is focused on creating opportunities for others to grow, much like she was supported throughout her career. “I hope to provide a platform for the teams I work with, and for the junior professionals I mentor, where they have access, exposure, and opportunity the way I did.”

Reflecting on her own journey, Diaz acknowledges how her first-generation roots are a part of shaping this commitment. “We really have lived the proverbial American dream. My parents grew up on a farm — my mom one of 12 kids, my dad one of nine — and through a combination of hard work, timing, and a little luck, we’ve seen growth that isn’t just financial. It’s also about access to the world, to opportunities that otherwise wouldn’t have been organic. It’s important to me and my family to pay it forward.”

Thanks to the holistic support embedded in Goldman’s culture, Diaz also makes an impact beyond the firm through programs like 10,000 Small Businesses. “Having the opportunity to serve as a mentor in the program, I have listened to small business owners’ pitches and given feedback—providing people with access that they otherwise wouldn’t have.”

Ultimately, Diaz measures her legacy by the people she supports. By combining high standards, integrity, and a values-driven leadership style, she aims to cultivate talent, inspire confidence, and foster a culture where people feel valued, challenged, and capable of achieving their potential.

“If, 20 years from now, I can look back and see that the people I touched built successful, meaningful careers, then I’ll know I’ve done my part.”

By Jessica Robaire

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Business Travel for Professional Women in a Volatile World

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Business travel for professional womenWhether you’re attending an out-of-town event, inspecting a new product line, or pitching for new business, travel is an integral part of executive life. But in today’s world – where geopolitical unrest and extreme weather events are becoming the norm – being on the road as a woman brings its own set of challenges.

In our latest global World Travel Protection online survey of more than 2,000 business travelers, 70% of women said they believe travel is riskier for them than for their male colleagues. Across every category measured, women expressed greater concern about business travel. Harassment and discrimination were cited as major concerns by 65% of women, compared to 53% of men. Nearly one in six women also reported having either experienced or witnessed harassment linked to gender or sexuality while travelling.

Worries about sexual assault were also high, with 64% of women expressing concern while 46% of men (which is almost half of men surveyed) also were afraid of sexual assault. This is a serious crime and these are not abstract fears, they are real concerns.

To navigate these challenges, individuals can take specific precautions to protect themselves, but organizations also have a duty of care to put robust travel risk management plans in place. At World Travel Protection, we use a practical framework built around three key areas: the Traveler, the Destination, and the Activity.

The Traveler: Knowing Your Profile

Your gender, age, ethnicity, seniority and travel experience can all affect how you’re perceived and treated abroad. A senior woman executive might command respect in one region while facing cultural resistance in another because of societal restrictions. Organizations should invest in inclusive policies that consider travel risks through a woman’s viewpoint – not just generic safety advice.

Before you travel, have an open and honest discussion with your company’s security or HR team. Are you comfortable with the destination? Will you be traveling solo or with a companion? It’s important to voice any concerns, preferences or support needs.

The Destination: Digging Deeper

While most companies assess destinations for obvious risks, such as political instability or health concerns, they may overlook subtler cultural challenges. How are women in leadership perceived? Will legal systems support you if something goes wrong? Are there local dress expectations or religious customs that impact how you should behave?

It’s essential to understand how society functions before setting foot in it. That includes knowing what areas to avoid, what cultural faux pas to steer clear of, and even how local elections or protests might disrupt transport or safety. Travel safety apps, such as our Travel Assist app, send location-specific, live insights and alerts, and help a traveler stay informed, particularly in a changing environment. These tools are essential for understanding whether, say, a local election might increase protest activity, or a cultural event could impact transport links.

The Activity: What You Do Matters

Different business activities expose travelers to different levels of risk. A journalist covering a political story may draw public scrutiny or unwanted attention, while a woman attending closed-door meetings may avoid such exposure. In contrast, a woman hosting a client dinner in a conservative society might even face hostility or discomfort. We recently supported a woman executive travelling to rural Pakistan. Every element of her trip was carefully planned – from how she dressed and conducted herself to how she navigated armed checkpoints. We also addressed medical access and emergency protocols, ensuring she had support for everything from potential evacuation to food access during Ramadan fasting hours. This is responsible planning.

We offer training specifically for women travelers – covering everything from emergency protocols to situational awareness, how to handle harassment, recognize manipulation, and stay digitally secure. These sessions, whether online or in-person, empower women to travel with confidence and give companies assurance that their duty of care is being fulfilled.

What Can Women Travelers Do

While company support is essential, there are practical steps women can take to feel more confident and in control while traveling. It starts with the fundamentals: dress appropriately for the destination’s climate and cultural expectations, leave expensive jewelry or valuables at home to minimize unwanted attention and assess the safety of attending after-hours meetings when traveling solo.

Accommodation is another critical factor. Always stay in vetted hotels, ideally with robust security procedures. Larger hotel chains often have dedicated security teams and are better equipped to support business travelers. When booking, request a room that is not on the ground floor and is away from isolated stairwells or emergency exits. Consider using simple tools like a portable door lock or wedge to enhance hotel room security.

Above all, trust your instincts. If something doesn’t feel right, it probably isn’t. Don’t hesitate to remove yourself from a situation whether that means stepping away from an uncomfortable conversation or asking hotel staff or security for assistance.

Alcohol and Food Safety

One often-overlooked threat, especially in Southeast Asia, is the risk of tampered alcohol. Methanol poisoning is often undetectable and usually comes from counterfeit or home-brewed spirits. Only consume drinks you’ve seen opened or poured, avoid suspiciously cheap cocktails, and be particularly cautious with local liquors.

Drink-spiking is another real risk, especially for solo travelers. Never leave your drink unattended and don’t accept drinks from strangers even if they seem friendly and well-meaning. It’s vital to stay alert in social settings.

The Taboo Every Woman Should Be Prepared For

Menstruation remains one of the least talked-about but critical travel issue for women. In conservative or remote locations, sanitary products can be difficult to find or even considered inappropriate to sell in public.

For example, there is the story of a woman at Istanbul International Airport who spent hours searching five terminals for tampons. She left feeling humiliated and paid nearly $20 for a basic pack. Another woman in China was told that sanitary pads were considered “private items” and not available for sale on public transport. Always carry what you need, even if you don’t expect to need it.

Stay in Touch

A simple tip is to check in regularly. According to our World Travel Protection survey, many women say they want more frequent contact from their employer while travelling, and a third report checking in with family or colleagues as part of their routine. Also, share your itinerary before departure, keep emergency contact information saved and written down, and let someone know if your plans change.

If you have access to a travel assistance app, make sure it’s turned on. The Travel Assist app offers flexible geolocation settings, allowing users to preserve privacy with a 5km radius or, with a quick adjustment, switch to precise location sharing when needed. This means that during a crisis – whether it’s a natural disaster, political unrest, or a terror incident – organizations can accurately locate and assist travellers. Travel should never mean going off the radar.

In today’s volatile world, business travel requires more than just a flight and a printed itinerary. With the right preparation, awareness, and support, executive women can navigate the global landscape not just safely, but with confidence and authority.

By: Kate Fitzpatrick, World Travel Protection’s Regional Security Director (EMEA). Kate has lived and worked in the Middle East, Africa and Europe. In Afghanistan, she was Security Risk Manager for the European Union Delegation in Kabul; in Nigeria, she worked as Security Risk Manager and a Senior Intelligence Analyst for the Bill and Melinda Gates Foundation; in Switzerland as Corporate Security Manager for the TAP Trans Adriatic Pipeline (Europe); and, most recently in London as Director of Security and Safety for Bvlgari Hotels and Resorts.

(Guest Contribution: The opinions and views of guest contributions are not necessarily those of theglasshammer.com)

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Heather Plumski: President, Stearns Bank

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Heather Plumski“I lead with integrity and faith,” says Heather Plumski. “That means being honest, thorough, and accountable.”

As President of Stearns Bank, Plumski brings a rare blend of head and heart. She shares how her leadership is driven by values, grounded in purpose, and distinguished by forward thinking with a readiness to own both the good and the bad.

From Part-Time Teller to President

Plumski’s journey started in forensic science before pivoting to accounting, completing her degree in two years. While classmates chased big-city roles, she chose central Minnesota and a part-time teller job that turned into a career.

“I didn’t even know what a credit analyst was,” she recalls. “But it let me work with numbers and small businesses both objectively and subjectively to understand their needs…which I found to be incredibly rewarding.”

Since joining Stearns in 2005, Plumski has led through every phase from underwriting through the Great Recession to helping build the SBA and equipment finance programs. As CFO, she drove strategy. Now, as President, she leads a women-owned, employee-owned institution committed to helping people reach their full financial potential.

“We walk the walk. As employee-owners, we understand the challenges our customers face, and we build solutions that serve them.”

Authentic, Inclusive Leadership

Plumski’s leadership style is rooted in authenticity. “You can’t fake it,” she says. “When you’re aligned with who you are, your decisions get clearer, your leadership gets stronger.”

Her collaborative approach encourages open thinking. “I used to wait until every idea was perfect. Now, I bring it to the table early. It invites feedback and makes the work better.”

She credits her growth to staying curious and stretching beyond her comfort zone. One major stretch? Leading technology. “It was like learning a new language. But I learned I didn’t need to know everything I needed to trust the experts around me.”

Just Keep Going

Plumski pushes back on perfectionism and encourages boldness. “Women often hesitate if they don’t check every box. My advice? Don’t count yourself out – say yes before you say no.”

Her mantra: “Don’t quit on a bad day.” That resilience, she says, has made all the difference.

Coaching, Clarity, and Perspective

Executive coaching has been a game changer for Plumski. “It pulls me out of the weeds. I walk away with clearer thinking, stronger communication, and better perspective.”

Even when she feels too busy to take the call, she never skips it. “I always leave better than I came.”

Empowering Employees, Growing Communities

Looking forward, Plumski is focused on deepening Stearns Bank’s impact from growing employee ownership to expanding inclusive financial solutions nationwide.

“Our Employee Stock Ownership Plan isn’t just a model. It’s a movement,” she says. “When we help our customers succeed, our employee-owners build generational wealth.”

That sense of shared prosperity also drives Stearns’ focus on underserved markets. “We listen first. Then we build whether it’s through our Salaam Banking Division or nonprofit solutions. And by the time the rest of the industry catches up, we’re already on to what’s next.”

Family and the Mountains

When she’s not leading a national bank, Plumski is hiking, running, canoeing and simply soaking in family life with her four kids, husband and extended friends and family.

“There’s something about the mountains,” she says. “They remind me how small we are, and how big our purpose can be.”

By Jessica Robaire

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