Experts: Women ready to lead, but ‘ecosystem of barriers’ holds them back

“Leadership begins with knowing yourself. What impressed me most about this initiative is that it acts as a mirror, helping individuals recognize their strengths, fears and potential. Leadership is not about titles or authority but about confidence, resilience and the courage to speak up.

“Such programmers should extend beyond the corporate sector to schools, colleges and universities, where young people can better understand themselves before entering the workforce. The government is ready to support meaningful collaborations that strengthen mental well-being, inclusive leadership and long-term social change, because sustainable development depends on changing mindsets, empowering people from an early age, and creating systems where everyone can realize their full potential.”

“Women’s leadership has always been at the heart of Oxfam’s work because achieving equality requires equitable power-sharing. While more women are entering the workforce, far fewer reach leadership positions due to barriers that extend beyond skills. These include self-doubt shaped by social norms, unequal care responsibilities, institutional bias and limited access to influential networks.

“Rise & Lead was designed to address these systemic challenges by strengthening women’s confidence, agency and leadership capabilities rather than offering conventional training alone.”

“Traditional leadership training often focuses on skills, but our experience showed that the real barriers are psychological and deeply internalized. Many women hesitate because of self-doubt, fear of conflict, the need for external validation, and social conditioning not a lack of competence. Rise Lead was designed as a human laboratory where participants could understand these patterns, build self-authorisation, and become more confident in navigating power, conflict and leadership. Sustainable leadership comes from changing mindsets, not simply acquiring new skills.”

“Media has a critical role in shaping perceptions of women’s leadership. Beyond highlighting challenges, we need consistent reporting that normalizes women in decision-making roles. Institutions should also move beyond conventional solutions like maternity leave and daycare by introducing flexible work arrangements that allow women to balance caregiving without sacrificing career progression. Retaining experienced women through flexible policies benefits both individuals and organizations, ensuring talent is not lost at critical stages of leadership.”

“Women’s leadership cannot be achieved through individual effort alone. While women need confidence and skills, supportive families, workplaces and social institutions are equally essential. We must challenge the social norms that discourage women from pursuing leadership and create enabling environments at every level from households to workplaces and communities.

“Grassroots women are already demonstrating remarkable leadership when given the opportunity. Our responsibility is to strengthen their capacity, amplify their voices and ensure that leadership opportunities are accessible to women across all sectors.”

“Participating in Rise & Lead was unlike any leadership training I had experienced in the past decade. Instead of teaching skills, it helped me uncover deeply rooted patterns within myself, particularly my tendency to avoid conflict. The programme gave me the confidence to speak up, challenge difficult situations and step beyond my comfort zone. I realized that leadership is not about avoiding discomfort but about navigating it with courage. These are lessons I now apply not only in my professional life but also in my personal life.”

“One of the biggest lessons from Rise & Lead was learning that leadership is not about constantly proving yourself or always being in the spotlight. I learned the value of pausing, reflecting and embracing uncertainty.

“Leadership does not always require being the loudest or the boldest; it is a journey of understanding yourself and creating space for others to grow. This programme transformed how I see leadership not as a title or position, but as a continuous process of self-awareness, courage and growth.”

“Leadership is a state of mind, not a position to chase. My journey has been about surviving, growing and improving one step at a time rather than seeking titles. Self-development is far more important than blaming circumstances. Women must build confidence, learn to say ‘no,’ accept rejection and recognize both their strengths and weaknesses. We should focus on becoming better than we were yesterday. True leadership is about helping others grow, because progress is achieved when we grow together, not alone.”

“Many women hesitate to negotiate salaries, promotions or leadership opportunities, often holding themselves back despite being fully capable. That is why initiatives like this are so important, but they should be adapted into practical, scalable models that organizations and educational institutions can easily adopt. At the same time, leadership development cannot focus only on women. Mental health support and mindset transformation for male colleagues are equally essential to challenge biases and create workplaces where women can lead with confidence and equal opportunity.”

“We often focus on changing external systems before examining ourselves. Today’s discussion reminded us that leadership is also about internal programming, self-awareness and agency. One question I would raise is how we sustain this transformation after the programme ends. Leadership development is a continuous journey, not a one-time intervention. Ongoing coaching, mentoring and collaboration will be essential to ensure these changes last. I also appreciate that this initiative is open to partnerships, because scaling such models will require collective effort across sectors.”

“The model shared today strongly resonates with what we have been exploring to develop mid-level women leaders. Beyond training, we must address unconscious bias that shapes everyday workplace decisions and judgments. Flexible work arrangements should not be viewed differently for women than for men. Leadership requires an enabling environment, not just individual capacity. To create lasting change, we need intergenerational interventions embedding these values from the grassroots through education, workplaces, and community engagement.”

“An enabling environment is essential for women’s leadership. Supportive workplaces and families build confidence, but lasting change also requires transforming social attitudes and aspirations from an early age. We need safe spaces where women can openly discuss difficult issues, challenge stigma and strengthen their leadership journey. At the same time, barriers such as restrictions on women’s mobility and safety concerns must be addressed. Changing mindsets not just policies is key to creating an environment where women can lead and thrive.”

“My own journey began because one decision by my father allowed me to stay in school instead of being married off at 13. That experience taught me that investing in adolescent girls and keeping them in education is the foundation of women’s leadership. Across Afghanistan, Cambodia, Uganda and South Asia, the barriers are remarkably similar gender norms, poverty and limited opportunities. Every girl has the potential to lead if she has an enabling environment at home, in her community and at work. Women’s leadership is not simply a matter of fairness; it is essential for stronger institutions, better decision-making and sustainable development.”

“Women are not asking for reduced responsibilities or special treatment they want equal opportunities to contribute and lead. The real challenge is creating an environment that enables them to balance leadership and family responsibilities without being forced to compromise their careers. While programmes like this help women overcome existing barriers, we must also address the root causes through earlier interventions, supportive policies and social change. The government’s willingness to collaborate presents a valuable opportunity to scale these efforts and create lasting impact.”

“Women entering leadership, especially young professionals, increasingly face challenges such as cyberbullying, workplace retaliation and harassment, which often undermine their confidence and discourage public participation. While leadership programmes and mentoring are important, organisations must also enforce zero-tolerance policies against bullying and retaliation. At the family level, women continue to face criticism for prioritising their careers. Addressing these structural barriers is essential to creating safe, supportive environments where more women can lead and thrive.”

“Leadership development has to be experiential. While we may know what we should or should not do, changing deeply rooted internal scripts requires lived experience, reflection, and continuous practice. That is why this approach is so valuable. Equally important is hearing the real struggles of women already in leadership positions. When senior leaders openly share their journeys, challenges, and lessons, it inspires others, builds confidence, and makes leadership feel both achievable and authentic.”

“Many leadership initiatives assume that a single training session is enough to prepare women for leadership. Our experience suggests otherwise. This programme focuses on helping women understand their strengths, challenge barriers, and confidently claim leadership positions. Over the past few years, we have worked to develop this approach, and today’s discussion is designed to gather diverse perspectives. Every recommendation shared here will be documented and used to strengthen future advocacy, policy engagement, and efforts to advance women’s leadership.”

“Women’s leadership is not a women’s issue; it is a question of how inclusive our workplaces, institutions and society truly are. While Bangladesh has made remarkable progress in women’s education and workforce participation, leadership opportunities have not kept pace. The challenge is not a lack of competence but barriers such as limited opportunities, bias and inadequate support. Through this dialogue, we hope to identify practical recommendations that can inform policymakers and help build workplaces where leadership is determined by merit and capability, not gender.”