Introduction
I am Lan-Tian Yen-West. In 2022, I was one of 11 Australians selected to take part in the Menzies Emerging Leaders Program, auspiced by The Menzies Foundation. For my application, I was prompted to consider – ‘What does inequity mean to you’? I responded, ‘inequity is when women like me are silenced’.
Providing all women with the opportunity to speak loudly and confidently as leaders is vital. But women are not a homogenous group, and it is important to be aware of and to cultivate different leadership styles.
To address this, with the assistance of the Menzies Foundation, I conducted my own leadership project entitled: Female Leadership in the 21st Century.
This project entailed interviewing strong female leaders from diverse backgrounds—including Monique Ryan, Christine Fyffe, Susannah (Suzie) Winkelman, and Molina Asthana—to hear more about their leadership journey, and to learn strategies and tactics valuable to emerging female leaders. I also used the interviews to tease out nuances of leadership, including how leadership styles differ across different work fields.
These four women hold, or have held, a glittering array of leadership positions. Monique Ryan is a former Director of Neurology at the Royal Children’s Hospital, and currently serves as the Federal Member for Kooyong. Christine Fyffe was the former Speaker of the Victorian Legislative Assembly. Suzie Winkelman is the co-CEO of AIME (Australian Indigenous Mentoring Experience). Meanwhile, Molina Asthana, a decorated lawyer, is the founder of the organization Multicultural Women in Sport, dedicated to empowering women from multicultural backgrounds through sport.
For the sake of uniformity, I asked each woman the same questions:
- When did you start to think of yourself as a leader, and why?
- Describe your leadership style and how you ‘lead’ others.
- How has gender assisted and/or impeded your leadership journey, if at all?
- What has been the biggest challenge you have faced on your leadership journey? How did you overcome it?
- What benefits do female leaders bring to the broader community?
- What tactics are most valuable to emerging female leaders?
- Is there a song/image/saying that has guided you on your own leadership journey?
I also asked each woman several personalized questions, aiming to draw out the richness of their unique experiences.
Each interview was conducted in 2023. The tapes and transcripts from the interviews are archived with The Menzies Foundation and are available as a resource for other researchers. This discussion paper reveals some of the insights gained from interviewing these four remarkable women. It also opens pathways for further research into female leadership at the intersection of other markers of difference such as ethnicity.
Leadership – inherited or acquired?
There is an ongoing debate about whether leadership qualities are innate or can be developed through learning and experience. The four provided testimonials suggest that effective leadership arises from the delicate interplay of inherent qualities and acquired skills.
To begin with, Suzie’s testimonial indicates that her leadership tendencies were catalysed by a complex background and early familial responsibilities. This led her to characterize her leadership as ‘circumstantially… more intuitive’.
Meanwhile, Molina’s perspective unveils a leadership journey rooted in activism. In her view, assuming a leadership role was a ‘natural product’ of her dedicated advocacy work.
Monique’s recognition of herself as a leader coincided with a specific career milestone – leading her department at the Royal Children’s Hospital, Melbourne. This emphasises how career advancements can trigger a realisation of one’s leadership capabilities.
Christine’s perception of herself as a leader was also consequent on various appointments, including being the first female president of the Yarra Valley Wine Growers Association. However, this perception was further fortified through navigating challenging circumstances she faced as a commissioner during the amalgamation of local councils.
‘I am woman, hear me roar’ – Helen Reddy
The song that most resonates with Christine’s leadership journey.
Across all testimonials, a recurring theme appears to emerge. That is, the desire to make a positive impact on society or specific groups. Indeed, the testimonials collectively emphasise that leadership, whether inherited or acquired, is often driven by a deep-seated commitment to creating positive change.
Leadership Styles – if the shoe fits
When envisioning a ‘leader’, an intuitive reaction may be picturing someone at the forefront, perhaps a politician standing at a podium or leading a march. However, true leadership manifests in diverse ways—a fact underscored by the four testimonials provided.
Firstly, Suzie adopts a community-centric leadership style, emphasizing the collective impact of actions. She values leading from a position of knowledge and collaboration rather than dictation.
Similarly, Molina advocates for collaborative leadership. Regardless of her elevated position in various organizations, she prioritizes consulting and involving everyone in decisions. She encourages individuals to take initiative and believes in the strength of collective leadership, valuing the support and reciprocal amplification it provides.
Monique values inclusivity, allowing individuals to contribute at their best without succumbing to micro-management. She emphasizes leading by example but acknowledges the challenges that surface when others don’t share her commitment level.
Finally, Christine emphasizes the importance of being an inclusive listener. Yet, she maintains that being firm in decision making is an important characteristic of her leadership style.
Therefore, considering these testimonials, the phrase ‘if the shoe fits’ aptly captures the essence of leadership. While traditional images of leaders often dominate our perceptions, the diverse leadership styles showcased by Suzie, Molina, Monique, and Christine demonstrate that effective leadership isn’t one-size-fits-all. Rather, it is about finding an approach that best aligns with one’s values, strengths, the needs of those being led, and the outcomes sought.
Leadership Across Different Fields
While individuals often lean into leadership styles that resonate with them naturally, these inherent leadership styles may require modification depending on the unique demands of their respective fields.
Molina has excelled in both legal and sports-oriented leadership roles. Amongst other commitments, Molina is currently on the board of the Law Institute of Victoria and has been involved with organizations such as the AFL South East Commission and the AFL Advisory Committee for Multicultural Engagement. Reflecting on her leadership styles across these fields, Molina observes a distinct difference: legal leadership is anchored in logic and relies heavily on established policies and paperwork to substantiate arguments. In contrast, sports leadership is action-oriented, emphasizing tangible outcomes and often harnessing emotional appeal to inspire passion. Therefore, Molina emphasizes that, despite the male-dominated nature of both sectors, the dynamics within them vary significantly — as do the adopted leadership styles.
Monique has worked in both the medical and political domain. Impressively, she is a paediatric neurologist at the Royal Children’s Hospital, Melbourne, and has been a member of the Australian’s parliament’s House of Representatives since 2022. In her testimonial, Monique revealed the similarities that exist across the medical field and politics. Indeed, she highlights that in both fields, effective leadership involves uniting a team around a shared purpose. In the medical department, the shared goal was caring for children with neurological conditions. Meanwhile, as a politician, the objectives vary, but centre on rallying people around causes like climate change, government integrity, and gender equity.
These two testimonials highlight the similarities and differences in leadership across different fields. They confirm that there is no one-size-fits-all formula for leadership; it must be adapted depending on the circumstances.
Cultural Influences on Leadership
It is known that culture permeates many facets of our lives, such as our beliefs, attitudes, values, and behaviours. Therefore, naturally, the following question emerges: How does culture shape leadership?
Suzie, a proud Wiradjuri woman, offers insights into how her Indigenous heritage influences her leadership approach. She highlights the significance of leading through knowledge and storytelling. Clearly, storytelling is deeply woven into Indigenous culture, serving as an indispensable instrument for passing on knowledge, history and philosophies to new generations. Suzie believes that storytelling is a powerful means of engaging with various age groups, and inviting conversation on diverse topics.
Molina was the first South Asian woman to be elected President Elect of the Law Institute of Victoria. Regarding her culture, Molina stresses the importance of viewing one’s cultural background as an asset rather than a liability. She encourages individuals, especially women from diverse backgrounds, to take pride in their heritage and the unique values it brings, affirming that such pride can propel one further in leadership roles.
Considering this, these testimonials illuminate the fascinating intersection between culture and leadership. Indeed, they crystalize the importance of understanding and embracing one’s cultural heritage as a foundation for effective and authentic leadership.
Challenges Faced, and Overcoming Them
Similar to many aspects of life, an individual’s leadership journey is rarely a linear upward trajectory. Inevitably, obstacles will arise, and mastering the ability to overcome them is essential.
As she strode forward in her political journey, Monique’s loss of anonymity became more pronounced. Naturally, if unfortunately, she became the subject of relentless scrutinization both in the public and online sphere. In her testimonial, she explained the exhaustion that arises from this constant scrutinization, and the enormous challenge it presents. However, rather than succumbing to these challenges, she proactively shields herself by having her team filter out unproductive comments and block disruptive accounts. Additionally, Monique finds solace and rejuvenation in activities like swimming and hockey, which serve as outlets to bolster her resilience against such activities.
‘I will survive.’ – Gloria Gaynor
The song that most resonates with Monique Ryan’s leadership journey.
In her leadership journey, Suzie confronted the familiar feeling of imposter syndrome, especially in board and governance meetings saturated with seasoned professionals. The looming feeling of self-doubt occasionally made her question her seat at the table. Nevertheless, Suzie is grounded by the understanding that her organization genuinely values her unique insights and perspective.
While she still sometimes feels out of her depth, such as during intricate financial discussions, she remains open-minded, eager to learn, and
accepts the moments of uncertainty. Suzie’s resilience stems from recognizing her intrinsic value, the importance of self-support, and the acknowledgment that it’s acceptable to not always have all the answers. She emphasizes the importance of genuine communication, favoring honesty over feigned understanding, as she believes it opens doors for authentic learning opportunities.
Christine entered politics at a relatively mature age, over 50, and was thus required to traverse the political field without a traditional political background or experience. While this unique entry point meant she approached politics with a fresh perspective, obstacles remained. One of the most significant hurdles she encountered was navigating the unique dynamics inherent to politics. Christine admitted that it took her a while to grasp the fact that many governmental decisions were pre-determined before formal meetings.
Christine discerned that the real decisions on topics such as new legislation often took place earlier, in gatherings like the Cabinet or shadow Cabinet, with subsequent meetings merely formalizing those decisions. Christine believes that through earlier exposure to the ever-complex political landscape, she would have been better equipped to adjust to her new position.
Valuable Tactics for Emerging Female Leaders
In my discussions, I posed a vital question to each woman: What tactics are most valuable to emerging female leaders? Here, my motivation was to uncover any practical strategies that could empower emerging female leaders to refine and elevate their own leadership capacities.
In her testimonial, Molina suggests volunteering as a way of fostering character development and empathy, asserting that these qualities are inadequately gleaned merely ‘from reading something’. In my view, this aligns with many schools of Indian philosophy, such as Advaita Vedānta, which stresses the supremacy of direct experience over knowledge gained from scriptures alone.
‘Be the change you wish to see in the world.’ – Mahatma Gandhi
The quote that most resonates with Molina Asthana’s leadership journey.
Monique encourages embracing challenges and exploring unfamiliar territories. Furthermore, she highlights the value of networking, particularly within one’s professional domain. Reflecting on the earlier stages of her careers, Monique stresses the positive impacts that came from the immense support and guidance she received from female mentors in both medicine and politics, while emphasizing the importance of seeking and maintaining such mentorship relationships.
Suzie speaks from her experience in a value-driven role, emphasizing the importance of authenticity. She advises against feigning knowledge and instead promotes continuous learning. Suzie believes in the power of asking questions, even if it means admitting unfamiliarity with a topic, and views failures as learning opportunities.
Christine underscores the value of understanding the intricacies of one’s role or position, emphasizing the importance of observing processes and building relationships. She believes in the power of genuine conversations, even with those holding contrasting views, and highlights the necessity of effective communication in leadership, especially in political arenas.
Benefits of Female Leadership
While the nuances of female leadership styles and the challengges faced by women in leadership roles are crucial topics of discussion, it is equally important to understand the profound influence female leadership has on society, and more broadly, the world. The reason I’ve dedicated this entire discussion paper to the subject of female leadership is not just to highlight the intracicies of women’s experiences, but also because female leadership offers a myriad of tangible benefits to society – a perspective shared by each woman.
Christine emphasizes that female leaders often approach issues with greater empathy, compassion, and a preference for open dialogue, ensuring everyone’s voice is heard and valued.
Molina shares a similar perspective, underscoring the inherent empathy and inclusivity that many female leaders bring to their roles, enhancing their effectiveness in various capacities.
Monique draws attention to compelling statistics, noting that countries led by female leaders exhibited better outcomes during crises like the COVID-19 pandemic. She suggests that female leaders tend to adopt a more consultative and collaborative approach.
Suzie underscores the importance of having women in elevated leadership positions to empower younger women. Indeed, she notes the invaluable lessons she’s gained from successful women who’ve challenged traditional narratives about age, marriage, and career trajectories. For Suzie, witnessing these varied paths has reshaped her understanding of what women can achieve.
‘If I’m shining everybody gonna shine’ – Lizzo
The song that most resonates with Suzie Winkelman’s leadership journey.
Conclusion
While many are familiar with the notion of the ‘glass ceiling’ – the unseen barriers that impede women’s ascent to top leadership positions – Molina’s perspective nuanced this notion through reference to the idea of a ‘bamboo ceiling’. Advancing an analogy with bamboo that grows only to a predetermined height, this concept vividly portrays the often-invisible restraints faced by women of colour in leadership roles.
As an Asian-Australian woman, the ‘bamboo ceiling’ metaphor deeply resonated with me, prompting introspection on navigating and dismantling such barriers. Issues of female leadership are always already complexly interwoven with other markers of difference such as ethnicity. The major significance of this discussion paper and my project, I suggest, lies in its potential to shed light on the myriad challenges facing female leaders and to inspire actionable change.
I earnestly hope that, by addressing notions including but not limited to the glass and bamboo ceilings, we can foster an environment where all women can ascend, flourish, and lead without constraint.
