Abstract
This chapter examines the paradox of rising female representation alongside persistent inequalities in leadership authority within Human Resource (HR) functions in India. While HR is widely regarded as a feminised domain, women remain underrepresented in strategic decision-making roles. The study adopts a multi-method design, combining bibliometric analysis of 170 Scopus-indexed publications (2010–2025) with policy review and organisational analysis. The findings show that academic literature remains focused on employee-level outcomes, while DEI frameworks in India prioritise representation and compliance over redistribution of power. Organisational processes, including role allocation, sponsorship networks, and evaluation norms, further filter access to leadership roles. The chapter proposes the Feminisation–Authority Gap Model and shifts the focus from representation to power, positioning HR as a key site of organisational inequality.