—Runa Khan—

Envision a world where equality is not a hope but a reality, where every individual, regardless of gender, has the freedom and opportunity to shape their future. A world where leadership is defined by vision, not bias, and where inclusivity is the foundation for progress. Imagine!

Leadership is not a privilege bestowed upon a select few; it is a responsibility, a force that shapes the course of history. And yet, for centuries, half of humanity—women—have been systematically denied their rightful place at decision-making tables. If we are to build a future that is sustainable, where prosperity is shared, and development is a right and not a luxury, we must confront this imbalance with urgency.

The Sustainable Development Goals (SDGs) speak of equality, justice, and a world where no one is left behind. But how can we claim progress when women remain underrepresented in leadership across sectors—political, corporate, and social? The percentage of women in legislatures globally was just over 27 percent in 2024, while just 6.6 percent of CEO positions in Fortune 500 companies are occupied by women. Even in countries that pride themselves on progressiveness, representation remains dismal. The United States, despite its global influence, has never had a female president.

It is not a question of whether women are capable. They are. Yet, systems are not designed to include them. Women receive much less mentorship than men in professional settings. Women have been told, generation after generation, to wait, to prove themselves, to work harder. And even when they do, the doors remain closed. The issue is not the lack of talent; it is the lack of access.

History has repeatedly demonstrated that women are not just participants in change—they are its drivers. In Bangladesh, during the July uprising, women fought alongside men. In times of crisis, in movements for justice, and in community-building, women lead. But when the dust settles, they are pushed back to the margins. The same world that benefits from their strength refuses to acknowledge their leadership.

This contradiction is global. We are told to be patient, to celebrate token inclusions, to be satisfied with incremental progress. But progress is not real until leadership by women is expected instead of being considered an anomaly.

Our understanding of leadership, strength, and power itself needs to evolve. For too long have these concepts been framed through a predominantly male lens, rooted in dominance, control, and hierarchical authority. True leadership, however, must be redefined beyond these narrow constructs. Strength is not about exerting power over others; it is about resilience, collaboration, and the ability to nurture and uplift. As Vandana Shiva and other thinkers have argued, the dominant global paradigms often impose external values on women, rather than recognising and amplifying the strength inherent in their own cultures, traditions, and ways of knowing. We need to move away from seeing leadership as a contest of supremacy, and instead embrace a more holistic, inclusive, and humane vision of power.

Girls from the most unaddressed communities, from the chars of the Brahmaputra, once lacking even basic services, are now leading and representing their people on global platforms. This transformation—from survival to ambition—has taken over two decades of our role in nurturing their leadership within communities. Their success proves that true empowerment lies in confidence, dignity, and the ability to change mindsets. Friendship has supported young women in accessing higher education, amplifying their voices in global climate forums and policymaking. These women are not just beneficiaries of change; they are its architects, shaping policies and proving that leadership flourishes when women are given the chance to rise.

However, empowerment must also be about enabling women to lead on their own terms, not forcing them into predefined roles dictated by external perspectives. Real empowerment means allowing women to build leadership based on their own belief systems, cultural identities, and lived experiences. It is not about making them fit into an existing mould, but about giving them the tools and space to create their own.

Some argue that leadership should be about competence, not gender. And I agree. But the reality is, women are not given the same opportunities to become competent in the first place. Leadership is not just about raw talent; it is also about training, mentorship, networks, and experience. And for generations, women have been systematically excluded from these channels of growth. We do not seek special treatment; we seek the same opportunities that men have always had.

To balance eons of imbalance, we still need quotas, reserved seats, and deliberate interventions. The goal is not to keep these interventions forever, as we see that companies with at least 30 percent women in leadership roles are on average 15 percent more profitable. The goal is to create a world where they are no longer needed. When we fail to include women in leadership, the world loses more than just numbers. It loses vision, perspective, and a different way of thinking. Studies have shown that women in leadership prioritise long-term stability over short-term wins, and that they are more collaborative, more inclusive in decision-making.

This is not about replacing men; it is about completing the circle of requirements, especially in leadership. We cannot continue with a world where decisions are made by only one half of humanity. Structural change is needed, with more investment in women’s leadership, mentorship, and access to power. Young girls must grow up seeing women in leadership as a norm, not as an exception. Because leadership does not happen by accident; it happens by preparation.

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Runa Khan is founder and executive director of Friendship.