Steady rise of the professional woman: Over the past two decades, India’s corporate landscape has been marked by a paradigm shift – the steady rise of the professional woman. Across the financial districts of Mumbai, the technology campuses of Bengaluru and the consulting hubs of Gurugram, women now occupy positions that once appeared inaccessible. They head business divisions, negotiate complex deals, oversee regulatory frameworks and increasingly contribute and participate in strategic decisions at the highest levels. This transformation is not limited to metropolitan cities alone; even in Tier II and III cities, women are breaking barriers and entering professions traditionally dominated by men.
The presence of women in leadership roles is now evident across sectors such as banking, law, medicine, information technology, manufacturing, and even start-up ecosystems. The increasing representation of women on company boards, as mandated by the Companies Act 2013, has further accelerated this trend, making gender diversity a key metric for corporate governance in India.
Yet, beneath this veneer of success lies a contradiction that remains largely outside public discourse. Several women who exercise authority in boardrooms return each evening to domestic environments, where that authority carries little weight. Professional confidence, carefully built through years of education and career advancement, often coexists with asphyxiating private spaces in which autonomy is restricted, undermined, or quietly suppressed.
The paradox of visibility: Success in the corporate world carries a certain visibility. Professional women are frequently presented as evidence of social progress – examples that demonstrate how education and opportunity have expanded the boundaries of gender roles. Media coverage, corporate awards and government initiatives often highlight these achievements, reinforcing the narrative of empowerment and advancement. However, this public recognition can sometimes mask the underlying challenges that persist in private spheres, where traditional expectations and patriarchal norms continue to exert significant influence.
Paradoxically, this visibility can make personal vulnerability more difficult to acknowledge. In professional circles, competence and control are expected attributes. A senior executive or partner in a professional firm is assumed to have mastery over complex situations. The idea that the same individual might be experiencing domestic intimidation or abuse often appears inconsistent with that perception. The consequence is a quiet pressure to feign appearances. For many professional women, the decision to speak about domestic conflict is not simply a personal matter. It carries the perceived risk of reputational scrutiny within workplaces, professional networks and extended family structures. Silence, therefore, becomes less a sign of acceptance and more a strategy for survival.
Domestic power dynamics and professional success: Marriage in India continues to operate within a social framework that places considerable emphasis on stability and continuity. While professional roles have evolved rapidly, domestic expectations have shifted more gradually. This imbalance sometimes produces subtle but consequential tensions. When a woman’s professional success translates into financial independence, public recognition or leadership authority, the traditional hierarchy within the household may be implicitly challenged.
In many marriages, this shift is negotiated successfully. In others, it produces unease that manifests as attempts to reassert control and that too subtly. It may begin as persistent criticism of professional commitments, resentment toward long working hours or disputes over financial decisions. Over time, such patterns can evolve into emotional intimidation, financial restriction or, in more serious cases, physical violence. Externally, the marriage appears stable; internally, the equilibrium is sustained through silence rather than consent.
The professional consequences of private conflict: Corporate culture tends to draw a firm distinction between personal and professional life. Yet the effects of domestic instability rarely remain confined to the private sphere. Leadership roles require clarity of judgement, sustained concentration and emotional steadiness. Individuals navigating hostile domestic environments often operate under prolonged psychological strain. Sleep disruption, anxiety and emotional fatigue inevitably affect professional functioning, even when outward performance remains intact.
In certain circumstances, the boundary between domestic conflict and the workplace environment dissolves altogether. Instances of harassment, surveillance or attempts by abusive partners to interfere with professional routines are not unknown. For example, some women report receiving threatening messages or being subjected to unwanted visits at their workplaces, which can create a climate of fear and distraction. Despite this reality, domestic violence has yet to enter mainstream corporate governance conversations in India.
A lawyer’s vantage point: For lawyers practising in matrimonial and domestic violence litigation, the gap between public perception and private reality becomes starkly visible. A significant number of individuals seeking legal counsel today are accomplished professionals – bankers, doctors, entrepreneurs, consultants and senior executives. Their professional profiles suggest independence and authority, but personally, many speak of years of emotional degradation, coercive control or intimidation. Physical violence, where it occurs, is often only one aspect of a broader pattern of domination.
What is particularly striking is the duration for which such situations are endured. Professional women make repeated efforts to preserve the marriage before approaching the legal system. Concerns relating to children, family expectations, social perception and the adversarial nature of litigation often delay decisive action, resulting in substantial psychological cost.
The law and the hesitation to invoke it: India’s legal framework does recognise the complexity of domestic abuse. And, the Protection of Women from Domestic Violence Act 2005 has expanded the legal understanding of violence beyond physical assault to include emotional, verbal and economic abuse. The statute provides civil remedies, such as protection orders, residence rights and monetary relief. Importantly, it allows women to seek these protections without immediately pursuing divorce.
Yet, this does not automatically ensure their utilisation. Litigation in matrimonial disputes often involves prolonged court processes, extensive documentation and public scrutiny of deeply personal circumstances. For individuals accustomed to maintaining professional discretion and social privacy, such exposure can be daunting and expensive. Consequently, many women delay approaching the legal system until domestic conditions become absolutely unbearable. Additionally, the lack of awareness about available legal remedies, fear of retaliation, and concerns about the impact on children further contribute to this hesitation.
Strength beyond perception: Corporate culture frequently celebrates resilience in visible forms – the ability to lead through uncertainty, absorb pressure and deliver results in demanding circumstances. Domestic violence introduces a quieter and less visible dimension of resilience. Women navigating such circumstances often continue to perform complex professional roles while managing private emotional turbulence. They lead teams, meet strategic targets and maintain professional composure even as personal environments remain unstable. Their silence is sometimes interpreted as acceptance.
Why corporate India must act: In India, addressing domestic violence is not merely a matter of social responsibility for corporate institutions; it is also essential for the stability and well-being of the workforce. Studies by international consulting firms and Indian think tanks have shown that domestic violence can lead to increased absenteeism, reduced productivity, and higher healthcare costs for employers. Forward-thinking companies are beginning to recognise that supporting employees facing domestic challenges can yield tangible benefits: improved retention, enhanced morale and a more inclusive workplace culture.
Some Indian corporates have started to introduce confidential counselling services, flexible work arrangements and awareness workshops as part of their HR policies. However, there remains significant scope for industry-wide best practices, including the adoption of clear anti-domestic violence policies, training for managers to recognise signs of distress, and partnerships with NGOs specialising in women's welfare.
Companies can also consider providing paid leave for victims of domestic violence, establishing confidential reporting mechanisms and offering legal assistance or referrals to affected employees. By proactively addressing these issues, Indian businesses can position themselves as leaders in both corporate governance and social impact, aligning with global ESG (environmental, social, and governance) standards increasingly demanded by investors and stakeholders.
Domestic harmony essential: Corporate India often celebrates the rise of women in leadership as evidence of progress. Yet, true progress cannot be measured only by the number of women in boardrooms, if many of them return home to environments marked by coercion, control or violence. The private sphere continues to shape the professional lives of countless women, often in ways that remain invisible to the institutions they serve. In India, addressing domestic violence is therefore not merely a matter of social responsibility for India Inc – it is a business imperative. Progress cannot truly be measured by the number of women in boardrooms if their safety still ends at the home door.
Kothari is a corporate lawyer & president, Council for Fair Business Practices; Mehta is a matrimonial lawyer & invitee member, Council for Fair Business Practices