Objectives: The objective of this article is to investigate the levers of diversity policies that would be particularly effective in Morocco, as well as the obstacles to the careers of female managers.

Research interest: Since diversity policies are based on Western management models, Moroccan idiosyncrasies may reduce their impact. Our research interest lies in the identification of the effective levers of a diversity policy in Morocco, a country that still shows strong gender inequalities, particularly in managerial functions.

Methodology: Data were collected in Morocco through 36 semi-structured interviews in six companies with female managers, CEOs and Human Resource Directors.

Results: The results list the classic obstacles to women managers’ careers as well as the levers of diversity policies that would be particularly effective in Morocco.

Contributions and managerial implications: Companies will find in this article the main levers for deploying diversity policies in a Moroccan context. HR directors will also find a list of obstacles to the managerial careers of Moroccan women and guidance on how to tackle them.

Limitations: Social desirability bias and small sample size are the main limitations of this paper.

Keywords: diversity, inclusion, career, women, managers, Morocco.