Muslim World Report

Rethinking Leadership: The Imperative for Women in Power

Dr. Anthony Lindsay | Jun 9, 2025 10:21 AM | 8 min read | 1660 words

TL;DR: This editorial examines the necessity of women’s leadership in today’s complex world. It highlights how diverse emotional intelligence can reshape governance and decision-making. By advocating for a cultural shift towards gender equality in leadership, we can unlock the full potential of global leadership to address pressing issues.

Time for a Change: Women, Leadership, and the Dynamics of Power

The Situation

In recent years, a growing discourse has emerged about the necessity of reexamining leadership dynamics, particularly regarding the gender of those in power. The prevailing narrative often positions men as the primary decision-makers, leading to an underrepresentation of women in leadership roles. This paradigm is entrenched in long-standing societal norms that frame male emotional expressions—especially in high-stress environments—as signs of strength or authenticity.

A notable example is Brett Kavanaugh’s emotional display during his Senate confirmation hearing, which, rather than disqualifying him, seemed to bolster his support among certain demographics. This dichotomy highlights a dangerous reality:

  • Male emotions are frequently normalized.
  • Female emotions are often dismissed as hysteria or irrationality (Eagly & Karau, 2002).

The implications of this dynamic are far-reaching, particularly in understanding how leadership styles impact decision-making processes in moments of crisis. Recent global events underscore the consequences of male-dominated leadership during critical times. From military interventions to international negotiations, the emotional responses of male leaders have, at times, led to heightened tensions and poorly conceived policies. Notably, the emotional outbursts often associated with male leaders—such as anger or aggression—are not labeled as emotional in the same way that women’s emotional expressions are.

This inconsistency reveals a profound bias in how we perceive emotionality in leadership, reinforcing the notion that emotional intelligence is a feminine trait, rather than a human one (Hofstädter-Thalmann et al., 2018).

The call for a shift in leadership—specifically advocating for women to occupy these roles—stems from an acknowledgment that diverse emotional intelligence may yield more rational and empathetic governance. As global challenges become increasingly complex, the ability to incorporate diverse perspectives is crucial.

Women leaders often prioritize collaboration over confrontation, employing a consensus-driven approach that can foster unity rather than division. With climate change, geopolitical tensions, and economic disparities escalating, we must ask: can we afford to ignore half of the global population’s potential in leadership?

This editorial urges urgent attention to the systemic barriers preventing women from stepping into leadership roles. It calls for a cultural shift and institutional reform, advocating for a broader acceptance of emotional intelligence as a core competency in leadership—one that women often embody. As we explore the “what if” scenarios concerning a future inclusive of women in leadership, we critically assess the transformative changes that could reshape our world.

What If Women Led Global Diplomacy?

Consider a world where women hold the majority of positions in global diplomacy. If women took the lead in international negotiations, the approach may change fundamentally. Historically, male-dominated diplomacy has often leaned towards militaristic solutions and aggressive posturing. In contrast, research suggests:

  • Women are more likely to employ negotiation styles that prioritize cooperation and understanding.
  • They emphasize de-escalation rather than confrontation (Rosette & Tost, 2010).

The implications of such a shift could be profound:

  • Resolution of longstanding conflicts, such as those in the Middle East, could be approached with a fresh perspective emphasizing dialogue and reconciliation.
  • Women leaders are more inclined to consider the socio-economic impacts of decisions on everyday citizens, potentially leading to policies that address the root causes of conflict rather than merely their symptoms.

This could foster a global environment where peace is prioritized over power, reducing the likelihood of military interventions that often exacerbate instability.

Such transformation is not merely theoretical. We have seen glimpses of its potential through the actions of women leaders in various countries. For instance:

  • Angela Merkel’s leadership during the European migrant crisis showcased empathy and pragmatism, emphasizing humanitarian responses over punitive measures.
  • Jacinda Ardern’s approach to crises in New Zealand has garnered international acclaim for its sensitivity and inclusiveness (Hunt-Earle, 2012).

These examples serve as evidence that women can lead effectively on the world stage, often with an emphasis on emotional intelligence that translates into more sustainable and humane governance.

What If Male Leaders Adapted to Emotional Intelligence?

What if male leaders began to embrace emotional intelligence and empathy in their decision-making? This scenario could radically reshape political and corporate landscapes. Currently, emotional expressions among men in leadership roles are often viewed through a lens of weakness, leading to a culture that prizes stoicism over genuine emotional engagement (Birchall, 2008). If male leaders recognized the value of emotional intelligence, it could foster:

  • A more inclusive and communicative environment.
  • Open dialogue about emotions in leadership, dismantling the stigma surrounding male vulnerability.

Acknowledging that emotional expression is not a sign of weakness, but rather a strength, could foster more supportive workplaces and communal cultures where diverse perspectives flourish. Leaders who understand the emotional toll of their decisions can better navigate the complexities of public responses, potentially fostering environments that prioritize mental health and well-being (Nwokah & Ahiauzu, 2010).

Moreover, as companies and governments face interlinked crises—from climate change to economic inequality—an emotionally intelligent approach could cultivate the resilience needed for innovative solutions. In a world where misinformation and division are rampant, emotionally aware leaders could bridge divides more effectively, cultivating a sense of shared purpose even in times of uncertainty.

The notion that male leaders must behave like stoic warriors is outdated; embracing vulnerability and emotional awareness can lead to more effective governance.

What If Society Embraced Gender Equality in Leadership?

What if society collectively acknowledged the importance of gender equality in leadership? This scenario envisions a significant cultural shift that recognizes the value of diversity—not just for ethical reasons but for pragmatic ones. Equal representation in leadership could lead to:

  • More balanced decision-making.
  • Policies that account for a broader spectrum of experiences and needs.

Embracing gender equality in leadership could result in tangible improvements across multiple sectors. Research indicates that organizations with diverse leadership are statistically more profitable and innovative (Jogulu & Wood, 2006; Bismark et al., 2015). Therefore, promoting women to leadership roles is not merely a moral imperative; it is an economic necessity.

Businesses may find that diversity fuels creativity and innovation, leading to competitive advantages in a rapidly changing global marketplace.

On a broader societal level, this shift would challenge patriarchal norms that have dictated gender roles for generations. It could inspire younger generations to envision a more equitable future, encouraging girls to aspire to leadership positions without the constraints of traditional gender biases.

The dismantling of barriers to women’s leadership would not only empower women but also enrich society as a whole by fostering environments where all voices are heard (Eagly & Johnson, 1990).

The shift towards gender equality in leadership is viable and necessary. The societal benefits would extend beyond the immediate political landscape, embedding inclusivity into the fabric of our global civilization. As the call for change grows louder, it is imperative for all players—governments, corporations, and civil society—to reflect deeply on their commitment to fostering equitable leadership.

Strategic Maneuvers

To achieve meaningful change in leadership dynamics, a multifaceted approach is required, engaging all stakeholders and addressing systemic barriers that perpetuate gender inequality. Each player in this scenario must adopt specific strategies to cultivate an environment ripe for transformation.

For Governments

  • Implement policies that promote gender parity in leadership roles, including quotas for women in political positions, as seen in countries like Rwanda (Krook & True, 2010).
  • Introduce training programs aimed at developing leadership skills in young women, focusing on technical skills alongside emotional intelligence and resilience (Page et al., 2023).

For Corporations

  • Adopt inclusive recruitment practices that prioritize diversity and equity, reassessing hiring criteria, and promoting mentorship programs.
  • Champion family-friendly policies such as parental leave and flexible working arrangements, creating environments where both men and women can thrive.
  • Publicly commit to diversity initiatives and transparently measure and publish progress, holding themselves accountable (Singh & Vanka, 2020).

For Civil Society

  • Mobilize to advocate for systemic change by raising awareness about the importance of women’s leadership and emotional intelligence in decision-making.
  • Create campaigns that highlight successful women leaders and their contributions, inspiring future generations and challenging stereotypes (Wallace, 2000).
  • Foster grassroots support for women in leadership by building collective platforms that demand equitable representation across all sectors.

Conclusion

The call for a shift in leadership dynamics is not just a demand for fairness; it is an urgent necessity in an increasingly complex world. Embracing women in leadership roles, fostering emotional intelligence, and committing to gender equality are critical strategies that can redefine governance and decision-making for the benefit of all.

References

  • Birchall, C. (2008). The Politics of Emotion in a Crisis. Journal of Leadership Studies.
  • Bismark, M., et al. (2015). Gender Diversity and its Role in Organizational Performance. Harvard Business Review.
  • Eagly, A. H., & Johnson, B. T. (1990). Gender and Leadership Style: A meta-analysis. Psychological Bulletin.
  • Eagly, A. H., & Karau, S. J. (2002). Role Congruity Theory of Prejudice toward Female Leaders. Psychological Review.
  • Hofstädter-Thalmann, E., et al. (2018). Men, Women, and Emotional Intelligence: A Study of Leadership Style. Leadership Quarterly.
  • Hunt-Earle, R. (2012). Empathy in Leadership: The Case for Women Leaders. Women in Politics Journal.
  • Jogulu, U. D., & Wood, G. (2006). The Role of Leadership in Gender Diversity. Equality, Diversity and Inclusion: An International Journal.
  • Krook, M. L., & True, J. (2010). Rethinking the Quota Debate: The Role of Gender Quotas in Politics. Gender and Politics.
  • Nwokah, N. G., & Ahiauzu, A. (2010). Emotional Intelligence in Leadership: A Review of the Literature. African Journal of Business Management.
  • Page, S. E., et al. (2023). Unlocking the Potential of Women Leaders: A New Framework. Leadership Perspectives.
  • Rosette, A. S., & Tost, L. P. (2010). Agentic Women and Communal Leadership: The Role of Perceived Competence. Leadership Quarterly.
  • Singh, V., & Vanka, S. (2020). The Importance of Diversity in Corporate Leadership. Business Ethics Quarterly.
  • Wallace, S. (2000). Women in Leadership: A Challenge to Stereotypes. Journal of Women in Culture and Society.
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