Though various studies are available on the education, competence, professional prowess and dexterity exhibited by women in management and ample research has clearly indicated enhanced profitability and employee productivity in organisations with more women in managerial positions, their presence, especially at the highest hierarchical levels, remains grossly discouraging. Much water has flowed under the bridge since the gender equality trumpets reverberated the business corridors. Yet, a study in the December 2014 issue of Harvard Business Review stated that the disparity between the two sexes with respect to movement to top positions remained nearly intact and according to the recent International Business Report by Grant Thornton, 14% of women represented senior management in India, 24% globally and only 12% businesses had a female CEO. Surprisingly no noteworthy change has been observed and the figure remained almost the same in 2015, 2014, 2013, 2009 and 2007. Against this backdrop, the present paper aims at probing further into the reasons which stall the progress of women using a mixed method design. Without pointing fingers only at the male bastion, it also attempts a two pronged focus - the role of women themselves and the veracity of lack of support from other women in the workplace in thwarting their progress.