The offering of women-only career in organizations where women are assumed to do the job very well like the hospitality industry, airline industry, baby-sitting companies, human resource management, etc. may not be called as an initiative of women-only career because they are the natural choice in specific positions in these industries. This is evident by some research which reports that women are quite underrepresented in the IT workforce in developed nations like US, Australia, and Ireland (Trauth, 2000; Trauth et.al, 2003). There are cases where women are purposely being given more work and asked to improve their portfolio by doing extra activities to get the top job, and this is over and above the women’s responsibility of taking care of their kids and the home (Ibarra et.al, 2010). In contrast, assuming that men would be able to consider such opportunities and will fulfil them, they get more promotion than women. Women-only career is a step forward towards a direction which is more focused and sustainable efforts into this initiative can give some fruits in the long term. The prime necessity is to enforce the initiative at all levels and be completely governed and run by women for women. Such initiatives by IBM, Qantas, and others is an interesting approach which is designed to support women throughout their career, but it needs to be seen how successful it remains in the male dominated workforce. That said, these initiatives will always work in the beginning but if not followed up with consistent effort and if a ‘glass ceiling’ thought process sinks in, it may be difficult to sustain such programs at a broader level and though women may be awarded business leadership positions, the division in which they are awarded may not be directly contributing to the organizations success.