In a world increasingly aware of the value of diversity, the role of women in leadership is more critical – and undervalued – than ever. As we navigate 2025, with local government reform and devolution reshaping how power is distributed, inclusive leadership is not a luxury but a necessity. Women, continue to face systemic barriers to advancement, yet their contributions to leadership – especially in times of change – are proving to be vital.
The benefits of gender-diverse leadership are well known, clear and compelling. Research shows that organisations with inclusive cultures achieve higher revenue, greater productivity and are significantly more capable of hitting financial targets. Looking back from recent experience with the Covid-19 pandemic, gender-diverse boards demonstrated remarkable resilience and adaptability, reinforcing the strategic advantage that diversity brings.
Beyond performance metrics lies the transformative human impact of inclusive leadership. Women bring cognitive diversity to the table – offering different perspectives, empathic communication and collaborative approaches that are crucial during complex, uncertain times. Their leadership fosters belonging, reduces turnover and boosts engagement. In the context of local government reform, where the stakes for communities are high, this kind of leadership is essential.
Devolution and reform present both opportunity and risk. As decision-making becomes more localised, the need for leaders who can navigate change with compassion, resilience and inclusivity has never been more urgent. Women leaders are well-equipped to meet this challenge, and in local government this is increasingly being recognised. The latest figures show that out of the 372 local authority chief executives, more than 130 are women, equating to 37% of the leadership. These numbers reflect towards gender equality in governance and the growing influence of women in strategic decision-making roles within this sector.
Yet despite this they remain underrepresented at every level of government and civic leadership. This under-representation persists despite a growing body of evidence that women's leadership styles are often better suited for times of crisis and significant change.
We know from our own experience of supporting women into the top leadership positions that they are now pioneering innovative policies and practices, from city and county council chief executives delivering transformational change to chair's and managing directors of new local and regional regeneration organisations shaping the future economic landscape to benefit communities and businesses.
As the public sector faces reform and the responsibilities of local leadership deepen under devolution, the capacity to lead with compassion and clarity is vital. Women's tendency to lead through transformational leadership – by empowering, inspiring, and supporting others – fits well with the demands of the moment. However this style, while effective, is often undervalued when exercised by women. When women adopt transformational leadership, they are less likely to be rewarded or recognised in the same way as their male counterparts.
To reshape leadership in the era of local government reform we must amplify the stories and contributions of women leaders. Storytelling is a powerful tool for change. Neuroscience shows that narratives activate empathy, inspire action and create shared understanding. Women sharing their stories of leadership, resilience and purpose can humanise complex issues, challenge stereotypes and pave the way for inclusive cultural change.
These stories must be heard – not just to inspire, but to transform how we define effective leadership. They help dismantle outdated norms and build cultures where everyone, regardless of gender, has the opportunity to lead authentically. It's not simply about increasing numbers but about redefining the very qualities we value in leadership: empathy, inclusivity, collaboration and moral courage.
Organisations with diverse leadership aren't just more innovative, they're more resilient and better at problem-solving. The advantages of gender-diverse leadership are strategic, not symbolic. Yet, change won't happen by accident. It requires intentional action to dismantle barriers, adjust hiring and promotion practices and create pathways for women to lead at all levels, particularly in public service.
As we look to the future of local government shaped by reform and devolution, we must ask ourselves what kind of leadership is required to navigate change successfully. Women have demonstrated, time and again, that they possess the capacity to lead through challenge with integrity, empathy and vision.
While we can't rewrite the past, we can choose to write a new chapter. By recognising the value women bring to leadership, especially in local government, we position ourselves for a stronger, more equitable and more resilient future. Let us not overlook the kind of leadership that communities truly need – the leadership that listens, supports, and transforms.
The stories we tell and the leaders we lift up today will shape the leadership landscape of tomorrow. As we advance through 2025, let's ensure all women are not only included but celebrated in the reimagining of leadership in public service and beyond.
Dawn Faulkner is a partner at Faerfield
