As more women step into positions of influence, many are not just seeking access to leadership — they are questioning whether traditional, hierarchical and Western-shaped models truly reflect how they want to lead. Organizations like Women Emerging argue that beyond removing barriers, the future of gender equity depends on enabling women to define leadership on their own terms. With 91% of participants in its programs saying, “If that’s leading, I’m in,” the focus is shifting from whether women can lead to whether prevailing leadership models resonate with women’s values, cultures and aspirations.
For years, initiatives aimed at increasing the number of women in leadership have focused primarily on access — breaking barriers, expanding professional development opportunities and improving representation. While these efforts remain essential, they do not fully address a deeper and more nuanced issue.
An increasing number of women are questioning whether leadership, as it is traditionally practiced, aligns with how they want to lead.
According to the 2025 Global Gender Gap Report by the World Economic Forum, women hold approximately 28.1% of top leadership roles worldwide. Representation is even lower in South Asia, at roughly 18–20%, and in the Middle East, where it ranges between 10–13%. These statistics are often cited as evidence of systemic exclusion. However, the organization Women Emerging suggests they may also reflect deliberate choices.
Women Emerging, a global nonprofit founded by Julia Middleton — former CEO of Common Purpose and author of the bestselling book If That’s Leading, I’m In — examines why prevailing leadership models fail to resonate with many women.
Its Theory of Change acknowledges the important global work being done to reform systems and reduce structural barriers that hinder women’s advancement. Yet the organization argues that systemic change alone is not enough. It must be complemented by a steady supply of women who actively choose to lead.
Traditional leadership models are often hierarchical, historically male-dominated and shaped largely by Western perspectives. While some women adapt successfully to these norms, others opt out altogether. This challenges the longstanding assumption that women’s underrepresentation in leadership is primarily due to confidence gaps or lack of capability.
Instead, many women are thoughtfully assessing whether conventional leadership frameworks reflect their values, strengths and aspirations.
Historically, leadership development efforts have focused on helping women succeed within existing systems by emphasizing assertiveness, visibility and negotiation skills. While effective for some, these approaches often assume that current leadership norms resonate universally. Women Emerging takes a different path.
Rather than promoting a single model of leadership, the organization invites women from diverse geographies, generations, abilities, backgrounds, beliefs and sectors to participate in a virtual “expedition.” The goal is for each participant to discover a personal approach to leadership that feels authentic and aligned with who she is.
As Middleton explains, women’s empowerment is like a large jigsaw puzzle with major pieces addressing employment, health and rights. “In one corner of the jigsaw,” she says, “there is a small piece that needs filling in — an approach to leading that works for women themselves. It helps them decide to lead their way. Women Emerging is devoted to filling in this piece.”
Early results suggest the approach is resonating. According to the organization, 91% of participants said they could confidently declare, “If that’s leading, I’m in.” Eighty-eight percent found the approach directly relevant to their current and future roles, and 85% described it as culturally relevant — a notable distinction in a field often criticized for relying heavily on Western leadership models.
As trust in institutions declines, inequality widens and global challenges such as climate change and artificial intelligence accelerate, the limitations of dominant leadership frameworks are becoming increasingly visible.
The conversation is gradually shifting. The question is no longer simply whether women should lead — but whether the prevailing models of leadership reflect how women want to lead in the first place.
