As we celebrate International Women's Day and reflect on the progress made to achieve gender equality, it is an opportune time to recognise the importance of initiatives such as the University of Pretoria’s (UP) Women’s Leadership Programme (WLP).

Professor Tanya van Wyk of the Department of Systematic Theology and Christian Ethics in the Faculty of Theology and Religion is the coordinator of the programme. She shares insights into the programme's objectives and impact, and the broader societal implications of advancing leadership among women.

What does the WLP aim to do?

In recent years, some of my research has focused on gender-inclusive epistemologies and the possible relationship between religion and achieving the UN’s Sustainable Development Goal (SDG) of Gender Equality (SDG 5). This created a pathway to focus on women’s leadership and the many issues that act as a proverbial “glass ceilings” for women to be self-evidently recognised as leaders.

The programme is about addressing the systemic factors that contribute to the glass ceiling, and aims to reimagine leadership. It recognises the role that women should play in the creation of a sustainable future, and aims to address the leadership parity gap at UP and in higher education specifically. Hopefully, as the programme develops, it will also assist with addressing that gap outside this sphere.

In summary, the WLP is about understanding leadership barriers for women and how women navigate them; preparing and adapting UP’s culture, policies, appointment procedures and management processes to include women in all levels of leadership at the institution; leveraging existing opportunities and programmes at UP to ensure that women benefit; and preparing women for leadership positions as they become available within the institution.

The WLP aims to empower women through a structured programme. Could you elaborate on specific components or activities?

After a developmental and consultation phase, I hope that specific components like coaching, exchange programmes, job-ready training and networking opportunities (including international ones) will be particularly impactful. This would empower women with skills, knowledge and resources to overcome barriers to leadership advancement, and establish an internal pool of women mentors and research supervisors for students aspiring to senior leadership roles.

The most impactful aspect of such a programme would be to prepare a particular institutional culture to be truly receptive to women as leaders, and create an environment in which they can flourish. This implies the implementation of a leadership model that supports the development of women leaders at UP.

How do initiatives like the WLP contribute to advancing gender equality and empowering women on a broader societal scale?

Early 19^th-century leadership theory posited that leaders “are born” with traits that make them especially suited for leadership. The idea was that such people are few and far between, and that men mostly possess those traits.

But contemporary leadership theory recognises that leaders (and leadership) can be developed. Research indicates that leadership programmes for women have the potential to effect change through personalised learning experiences that address theoretical underpinnings of gender constructs, through mentorship and network opportunities, and through practical skill-building activities, thereby assisting women to address psychological barriers to growth. A women’s leadership programme aims to change the (institutional) culture that it is imbedded in.

For this to happen, women (and broader society) need to understand and deconstruct the way they construct knowledge about themselves, and the way society creates knowledge about women. If women are given the skills to rewrite their own narratives, they may be empowered to close gender gaps on multiple levels, in many different spheres and in broader society.

Why is there a need for personalised learning experiences and mentorship opportunities to address gender constructs and psychological barriers for women in leadership. How do you envision integrating these elements into the WLP to maximise their effectiveness?

Everything I have stated thus far speaks to this point. In addition, research indicates that gender socialisation takes place over many generations. It has taken time, and will take time, to undo this socialisation. Research also indicates that women’s experiences of gender socialisation and oppression are multifaceted, and there is not always enough recognition of the intersectional aspect of women’s experiences of gender socialisation. This means that women of different cultures, in different socio-economic and geo-political circumstances have multiple experiences of gender socialisation and oppression that overlap. It would be necessary to make intersectionality a core framework of the programme. In this regard, it’s vital to include a diversity of perspectives in the programme’s training content, mentoring and networking.

How can we contribute to advancing gender equality in leadership positions within academic institutions?

It’s important that the WLP takes a non-binary approach to the inclusion of perspectives and a diversity of voices. This implies that men – who often find themselves on the receiving end of the effects of a toxic culture of masculinity – should be part of the consultation process and implementation of gender equality with regard to leadership.

The World Economic Forum’s 2023 Global Gender Gap Report indicated that statistically men still mostly occupy senior leadership positions. This means they are in a position to be allies and champions for gender equality in leadership. The most important reason why men should contribute to advancing gender equality in leadership positions is simply for the common good and health of all of humanity. Flourishing is only possible if everyone’s contributions and unique talents are recognised and appreciated. In this regard, men and women are partners. This is particularly the case in academic institutions.

How can international collaborations contribute to the success and sustainability of initiatives aimed at advancing leadership among women?

No institution can function as an island. The only way to effect lasting change is to work together and learn from one another’s successes and failures. Sharing resources is also cost-effective and sustainable. For far too long, women have struggled to work together because we do not always recognise each other’s unique/differing levels of marginalisation and oppression. This has to change. Women working across borders can foster lasting transformation.

How can we foster an open and supportive institutional culture that encourages dialogue and addresses sensitive topics related to gender equity?

An institution-wide thematic analysis and consideration of the mechanics of how our institutional culture operates will be hugely beneficial to ready the institution for addressing the gender leadership gap. Wide-ranging consultation and stakeholder input will be crucial. It may be necessary to create a variety of platforms (safe spaces) for open dialogue. In this, we are all partners, not adversaries.

What does it mean for you personally to be part of the WLP?

It is a great responsibility and a wonderful privilege. I have the opportunity to be part of something that may be able to effect real change, and address the social injustice of gender inequality. I look forward to working with colleagues who share this vision for change, and have experience and expertise that will benefit the successful implementation of the WLP.

What message of inspiration or empowerment would you offer to young women aspiring to be in leadership roles?

I’d like to quote the title of Julie Owen’s book about women and leadership: “We are the leaders we have been waiting for”. The best thing that women can do is resist our impostor syndrome: we can help one another to overcome feelings that we are not good enough or have to fit into a certain pattern to be a leader, or to be recognised as a human being.

African-American intersectional civil rights activist Audre Lorde said: “When I dare to be powerful – to use my strength in the service of my vision – then it becomes less important whether I am afraid.” Although young women today are fighting different battles than their mothers, because some freedoms have been won, the effect of some of those hard-won freedoms has not reached all the women of the world.

My message would be to be trust your own abilities, trust your instincts and your own power, and don’t allow others to regard you as a victim. Today, young women have more women mentors to look up to, and with whom to create a sisterhood. Empower yourself with knowledge and an education – these are things that no one can take away from you.