In recent years, we’ve seen highly qualified female leaders from diverse backgrounds and countries – Leni Robredo in the Philippines, Sigrid Kaag in the Netherlands, and Kamala Harris in the United States – navigate the complexities of leadership and public life. Despite their impressive qualifications and experience, these leaders have faced significant barriers in their paths to national leadership, often losing to male counterparts who many argue lack similar competencies. The question arises: Are we using outdated metrics to measure leadership, ones that inadvertently favor traits traditionally embodied by men?
The case of Leni Robredo, Philippines
Leni Robredo, former Vice President of the Philippines, campaigned on a platform centered on anti-corruption, radical love and inclusive development (Montiel, et.al., 2024). Despite a record of transparent governance and grassroots engagement, she lost the 2022 presidential election to Ferdinand “Bongbong” Marcos Jr., a candidate with a controversial political legacy (Turner, 1990).
Robredo’s collaborative approach and focus on moral integrity, while admired by many, may have been perceived as weaknesses in a society where strength is often equated with assertiveness and, at times, authoritarianism. One particular study focusing on commentaries on Robredo’s presidential campaign revealed that entrenched gender biases and sexism, particularly hostile sexism, remain prevalent in Philippine society, especially online, and are more commonly exhibited by men than women (Capuyan, et. al., 2023).
Robredo’s experience highlights a recurring issue: collaborative, transparent, and inclusive leadership styles are often undervalued or even discredited in political landscapes that favor more traditionally “strong” leadership. The cultural preference for “command-and-control” leadership can overshadow qualities like empathy and inclusivity, which are increasingly essential in a globally interconnected and diverse world.
The case of Sigrid Kaag, Netherlands
In the Netherlands, Sigrid Kaag, leader of the D66 party and a former diplomat, has similarly faced criticism rooted in gender bias and misaligned expectations. Known for her integrity, Kaag has been a proponent of transparency and ethical governance. Yet, despite her qualifications and dedication, she withdrew from pursuing further political ambitions due to intense backlash, much of it gender-based (Jong, 2022).
Kaag’s experiences bring forward the notion that transparency, a trait often prized in theory, can paradoxically expose women leaders to greater scrutiny and harsh criticism. Her commitment to transparency and reform, rather than being seen as a strength, became a focal point for attacks. Here, again, we see a disconnect between modern governance needs and what society traditionally values in leaders..
The case of Kamala Harris, USA
Kamala Harris’s journey as the first female Vice President of the United States has been one marked by significant challenges, often unrelated to her performance but rather to her position as a woman in power. Harris, a former attorney general and U.S. senator, has continually emphasized bipartisanship, equity, and social justice. Yet, her role and authority are frequently downplayed, often in comparison to her male predecessors, or criticized on personal grounds unrelated to her professional capabilities (Rucker & Leonnig, 2021).
In a nation historically skeptical of women in the highest offices, Harris’s communication and leadership style are often scrutinized, reflecting a societal bias that tends to undervalue inclusive and empathetic qualities. Her experience suggests that the American political landscape may still favor a more dominant, aggressive type of leadership, often associated with male leaders, even when issues demand collaborative solutions.
Rethinking leadership metrics: what defines “effective” leadership?
These examples reveal a common thread: the qualities required to address 21st-century challenges — empathy, inclusivity, and ethical integrity — are often misaligned with the qualities traditionally associated with “effective” leadership. A McKinsey & Company report (2020) highlights how companies led by women often show better performance in areas like employee satisfaction, organizational culture, and social responsibility, suggesting that these “softer” qualities are indeed essential to long-term success (Krivkovich et al., 2020).
The question, then, is not whether these women were capable leaders, but whether societal metrics for leadership are outdated. Our current challenges, from climate change to social inequity, demand leaders who can work across boundaries, connect with diverse groups, and engage with integrity. Yet, the public narrative often continues to prioritize charisma, dominance, and other traits historically tied to male leaders (Eagly & Carli, 2007).
Shifting the paradigm: toward inclusive leadership standards
To break this cycle, there is an urgent need to broaden our leadership standards and emphasize qualities that are more inclusive, relational, and context-sensitive. Education and media play crucial roles in this transformation. By highlighting diverse leadership styles in media, offering leadership education that values empathy, and challenging stereotypes, societies can cultivate a more inclusive understanding of what it means to be an “effective” leader.
Female leaders like Robredo, Kaag, and Harris exemplify what leadership could look like in a more equitable world, one that values not just power and dominance but also empathy, collaboration, and resilience. For real progress, we must redefine leadership to encompass these traits and encourage more people — regardless of gender — to bring their full selves to leadership roles.
In other words
The experiences of Leni Robredo, Sigrid Kaag, and Kamala Harris underscore a misalignment between societal values and the qualities required for leaders who can address future challenges. Embracing a broader, more inclusive perspective on leadership will open doors for more women leaders and enrich our societies with diverse, empathetic, and resilient leadership capable of addressing the complex challenges of our time.#
References
- Capuyan, A., Capuyan, M. P., Jayme, P. D., Minoza, J., & Flores, R. (2023). Facebook Commentaries in Leni Robredo’s Presidential Campaign: Sexism Illumination. Capuyan, A., Capuyan, MP, Jayme, PD, Minoza, J., & Flores, 281-299.
- Jong, M. D. (2022). The Dutch Political Landscape and the Role of Women in Leadership. Dutch News.
- Krivkovich, A., et al. (2020). Women in the Workplace 2020. McKinsey & Company.
- Eagly, A. H., & Carli, L. L. (2007). Through the Labyrinth: The Truth about How Women Become Leaders. Harvard Business Review Press.
- Montiel, C. J., Santos, J. J. I. D., & Uyheng, J. (2024). Gendering Democratic Resistance to Authoritarianism: Leni Robredo’s Presidential Campaign. Resistance to Repression and Violence: Global Psychological Perspectives, 282.
- Rucker, P., & Leonnig, C. (2021). I Alone Can Fix It: Donald J. Trump’s Catastrophic Final Year. Penguin Press.
- Turner, M. M. (1990). Authoritarian rule and the dilemma of legitimacy: The case of President Marcos of the Philippines. The Pacific Review, 3(4), 349-362.
