Women in Leadership: The Double Isolation

Working in digital transformation, ICT policy, and public sector programme leadership means operating in a space defined by complexity. This work spans the critical domains of technology, governance, development priorities, and human outcomes. Decisions are rarely straightforward. They involve balancing competing interests, limited resources, political realities, institutional constraints, and long-term uncertainty, all while moving from strategy to implementation.
Leaders in these environments are often responsible for navigating complexity that cannot always be fully shared. We carry risks, difficult trade-offs, and unresolved questions long before decisions become visible to others.
After more than two decades in public sector management, one reality has remained constant: leadership can be lonely. Yet for many women, that loneliness is not singular. It is layered, shaped not only by the responsibilities of leadership, but also by expectations, perceptions, and subtle dynamics that accompany being a woman in positions of influence. I have come to think of this as the double isolation of women in leadership.
The challenge is not simply the weight of authority. It is the experience of occupying a space where visibility increases, while the freedom to be fully authentic can sometimes narrow. Women leaders are often navigating a heightened awareness of how they communicate, how they are perceived, and how their decisions will be interpreted.
Assertiveness may be viewed differently. Confidence may be judged more critically. Mistakes can feel more visible and successes less attributable. Whether explicit or implicit, these dynamics create an additional layer of emotional and professional labour that often goes unacknowledged. Over time, this awareness becomes a form of constant self-management. It is largely invisible, yet it consumes energy that could otherwise be directed toward innovation, collaboration, and leadership itself.
While the experience is deeply personal, it is not unique. Across governments and public institutions, many women leaders navigate similar tensions between visibility and authenticity, authority and perception. Recognising these dynamics is not simply a matter of workplace inclusion. It is essential to building leadership cultures that support better decision-making, stronger collaboration, and more effective public service outcomes.
The irony is that many women reach leadership because they are very capable of managing complexity. We build coalitions, navigate competing priorities, and deliver results in challenging environments. Yet the higher we rise, the fewer spaces there are where we can openly discuss the uncertainties, frustrations, and vulnerabilities that accompany leadership.
This is particularly true in public service, where leaders are expected to project confidence and stability while operating in increasingly complex political, social, and technological environments.
The solution is not simply resilience. Women have demonstrated resilience for generations. The real challenge is creating leadership cultures where authenticity is not mistaken for weakness, where candour is valued alongside competence, and where leaders have access to trusted networks that allow them to share the burden of leadership rather than carry it alone.
Leadership should not require isolation as the price of influence. Perhaps acknowledging the reality of the double isolation is the first step toward changing it.
Will follow-up some thoughts on the joys of policy-making . I Would love to hear your thoughts on this one!
• Have you experienced the "double isolation" of leadership?
• How can public sector entities better support women as they move into increasingly senior decision-making roles?
#WomenInLeadership #PublicLeadership #PublicService #GovTech #DigitalTransformation #LeadershipDevelopment #WomenInGovernment #FutureOfGovernment #ApoliticalCommunity