Levelling up means trying to fix unfair differences between places. It focuses on helping areas that have missed out on jobs, services, or investment. Making this happen often relies on strong local leadership. But what kind of leadership works best – and does gender matter?
New C-EDGE research explores the interaction between place-based leadership and gender, not just as a matter of gender equity but in the context of levelling up regional economies. The research finds that ensuring women are equally represented in regional leadership could be one of the most powerful moves we make toward a fairer, more prosperous future.
Women actively challenge gendered leadership norms
Women see leadership as gendered and, in their interviews, identified the ways in which gender impacted their leadership:
- Gender-based discrimination, stigma and harassment
- Male-dominated environments
- ‘Feminine’ characteristics seen as damaging to their career
- Structural biases
The women noted that, even though they were punished for stepping outside the prescribed gender stereotypes, they challenged these ideas anyway and actively worked to dismantle gendered leadership stereotypes. And despite resistance to their leadership style, women leaders consciously adopted transformational approaches, built on empathy, collaboration, and shared interest, even when they received criticism for doing so. The qualities the women leaders adopted align strongly with the essence of place-based leadership, which values trust, networks, and collective narratives that bring people together to act for their community’s future.
Some of the more poignant statements from the research participants include:
‘The first time I stood up to speak in council the town clerk said to me, “Well that’s very nice. Now be a good girl and sit down.”’
“I think the more empathetic you are, the less likely you are to make it towards the top, definitely.”
‘We can’t possibly show any emotion because that means we’re weak.’
‘At the top of the tree of leadership, most women have had to modify themselves in order to get there to lead.’
‘I could easily say I would prefer to have more women in leadership. But the data would indicate to me that, actually, we prefer those [male] leadership styles.’
Men tend to see leadership as gender neutral
In contrast, male leaders did not perceive gender as a relevant factor in place-based leadership. They described leadership in largely generic, individualised terms, and did not challenge dominant models or reflect on how gender shapes who leads and how. This ‘gender blindness’ means that men are more likely to reproduce traditional norms – such as hierarchical decision-making or a focus on individual authority and control – even when these models may not serve the needs of changing communities. The result is a missed opportunity for communities that need effective, empathetic leadership and for the broader agenda of levelling up struggling regions.
The gender impact on regional transformation
The study shows that women leaders are more likely to challenge stereotypes, bringing fresh energy to leadership and making room for innovation and community connection. Previous studies have shown that women bring leadership qualities that match those required to navigate local challenges, build coalitions, and foster inclusive economic renewal. This style of leadership contributes to more resilient communities, especially in areas undergoing structural change.
Meanwhile, men’s reluctance to question gender stereotypes reinforces old patterns and contributes to the exclusion of women from leadership roles, thus limiting the effectiveness of regional transformation efforts.
What does this mean for place-based leadership
This study has shown that place leadership is gendered because society as a whole still holds too tightly to conventional stereotypes. This suggests that measures that advance equality between the genders will also benefit regions.
Understanding the impact of gender on leadership is not just about fairness – it’s about effectiveness. Women leaders, by disrupting dominant narratives and modelling alternative approaches, are helping reshape what leadership looks like in regional contexts. But without broader recognition of gender’s role in leadership practice, efforts to ‘level up’ may fall short.
To build stronger, fairer, and more resilient regions, we need to pay attention to how gender shapes leadership – and support models that reflect the diversity and complexity of the places being led.
