Table of Contents

• Why Men Hesitate
• The Turning Point
• Courage, Vulnerability, and Consistency
• Leaning on Each Other
• The Role of the Ecosystem
• Conclusion

We don’t know what we don’t know.

‘The battle for equality, equity, and inclusion is not whether one woman can or should fight alone. We need men alongside us. Yet, more often than not, men don’t fully grasp what women go through, and without that understanding, their ability to help is limited.’ This truth struck me deeply during a conversation with a renowned feminist publisher — and it has stayed with me since.

At ILSS, through seven cohorts of the Women’s Leadership Program, we’ve seen this reality unfold time and again. Women are forced to carry the impossible burden of balance: excelling at work, nurturing families, mentoring peers, and constantly proving their right to lead. Society calls it “resilience.” In truth, it normalises exhaustion and fuels the dangerous myth that women alone must fix what is broken. Strength, when demanded without support, becomes a subtle form of harm.

And yet, a harder question followed me: Have I ever truly invited men into this dialogue? Have I asked them about their own struggles, blind spots, and hesitations? Patriarchy does not harm women alone; it conditions men too, differently and deeply.

This realisation felt urgent. I knew I had to begin by listening. I turned to the men I know — friends, colleagues and seniors — and asked them, candidly, about their own journeys as allies (or their struggles to be). I spoke to men from all walks of life, each with his own story, his own hesitations, and his own moment of reckoning.

What I heard was no polished speeches. No rehearsed lines. Just raw honesty, as I heard them narrate their sides of the story.

And here’s the truth I synthesised. Stepping into the space of allyship isn’t easy for men either.

Why Men Hesitate

Many men want to be allies but aren’t sure how. They worry about saying the wrong thing, overstepping, or being perceived as performative. One respondent candidly admitted,

‘I’ve been in rooms where I knew I should speak up… but I froze. Not because I didn’t care, but because I wasn’t sure if my voice would help or harm.’

This uncertainty is only made harder by social conditioning. In most professional spaces, men are rewarded for being decisive, in control, and always confident — not for admitting they don’t have all the answers.

The irony is that real allyship often begins with that very admission.

The Turning Point

For some men we spoke to, the journey to becoming an ally began at home through a partner, a daughter, or a colleague whose struggles they could no longer ignore. For others, it came through a jolt at work — an uncomfortable moment that forced them to stop, reflect, and see things differently.

A quote from the conversation reads, ‘I thought I was already doing my bit — hiring women, giving them opportunities. But then a colleague told me she didn’t feel safe speaking in meetings I led. That hit me. I realised that allyship isn’t just about giving space; it’s about making sure the space is genuinely safe.’

These turning points mattered because in that moment, allyship stopped being just an idea and became something real, something lived, a responsibility they could no longer step away from.

Courage, Vulnerability, and Consistency

The men we heard from didn’t pretend to have it all figured out. They spoke about the awkward first attempts, asking questions that felt clumsy, challenging a friend’s sexist remark and getting laughed at, or stumbling over language in a DEI workshop.

And yet, they kept going.

As one person put it, ‘If the fear of making mistakes stops us, nothing changes. We have to be willing to look a bit foolish in the short term for something bigger in the long term.’

At ILSS, we believe this is where courage meets vulnerability. Allyship isn’t about a single grand gesture; it’s about the everyday act of showing up, listening, learning, unlearning, and then trying again.

Leaning on Each Other

One of the richest threads in these conversations was the need for men to lean on each other in this journey.

Too often, men committed to gender equity feel isolated. They may be the only ones in their leadership circle pushing for a new policy or questioning bias in recruitment. Without peers to talk to, the work can feel exhausting — even risky.

‘When I started calling out bias in hiring, a few people in my team thought I was just being “too sensitive”. Having a group of other men who understood what I was trying to do made a world of difference,’ confided one during the conversation.

It’s crucial to create spaces where men can speak openly about their doubts, their missteps, and their progress. These aren’t spaces to centre men’s experiences over women’s, but to help men build the resilience and clarity they need to show up better.

The Role of the Ecosystem

It’s not just about individual men doing the work. Organisations, networks, and the broader ecosystem have a role to play in making allyship sustainable.

Policies matter. Training matters. But so does modelling. When leaders, especially male leaders, speak openly about their allyship journey, it normalises the conversation.

At ILSS, we’ve seen that when men are invited into equity work not as ‘helpers’ but as co-creators of change, their engagement deepens. They stop treating allyship as a favour and start seeing it as part of their own leadership identity.

‘This isn’t charity. This is about building better teams, better organisations, and a fairer world, and I benefit from that too’, as one respondent summed it up.

Moving Forward

So, how do we create more of these spaces for men to step up?

• First, we have to acknowledge the fears and reluctance that hold them back, without judgment.
• Second, we must design opportunities for honest, peer-supported conversations.
• Third, we must embed allyship into leadership expectations, not as an optional extra but as a core competency.

The Men as Allies conversation was a reminder that there’s no perfect starting point. Some men are years into their journey; others are just beginning. What matters is creating conditions where both feel they can contribute, learn, and grow.

And perhaps the biggest takeaway? Allyship isn’t about men ‘saving’ women. It’s about shared responsibility for a more equitable world — and the courage to start with ourselves. As one of our colleagues so powerfully said, ‘If I wait until I’m sure I’ll get it right, I’ll never start. But if I start, I know I’ll get better.’

At ILSS, we’re committed to holding that space where starting is encouraged, mistakes are part of the process, and allyship is a shared journey. Because when men exercise courage, vulnerability, and authenticity, the ripple effect is profound.

Note: This blog wouldn’t have been possible without the men who chose to be part of these conversations — showing up with honesty, vulnerability, and courage. Though I keep their names confidential, I would like to acknowledge them with deep gratitude. Thank you for trusting me, and for lending your voices to a dialogue that I believe the world needs more of.

About the Author

Trisha Ramesh
Intern, India Leaders for Social Sector (ILSS)

Trisha is a postgraduate student of Gender Studies at Ambedkar University, Delhi, and currently supports the Emerging Women’s Leadership Program at ILSS as a Program Management Intern. In this role, she contributes to coordination, logistics, and documentation, while learning from the everyday practice of feminist leadership.

She has previously worked with organisations such as Impact and Policy Research Institute (IMPRI), Misfyt Trans Youth Foundation and MarchingSheep where she explored gender, sexuality, and inclusion through research and writing. With a strong interest in advocacy, she is especially drawn to work that makes feminist knowledge accessible and grounded. She sees gender in everything—from policy to everyday interaction and is curious about how structures of power shape lived experience.

The post Allyship: The Conversations We’re Not Having Enough appeared first on India Leaders for Social Sector.

She began her career with grassroots development organisations and went on to work with leading agencies like Save the Children, Sightsavers, and UNICEF. Her leadership has been instrumental in the success of two award-winning projects in West Bengal. As a state-level Child Safeguarding Trainer, she regularly conducts sessions for NGOs, government bodies, and academic institutions.

Arundhati is also the voice behind Development Dialogue, a blog that extends beyond her professional experiences. It serves as a reflective space to pause, question, and reimagine development practice. Through grounded insights, feminist values, and a human-centred lens, she explores leadership, systems thinking, and the everyday realities of development work. Her writing invites practitioners, learners, and changemakers to engage in deeper conversations about equity, care, and transformation in the social sector.

Article originally published on Substack.

The post From Pathways to Purpose – My Emerging Women’s Leadership Journey appeared first on India Leaders for Social Sector.

When did I first realise I was a woman? Was it a sudden revelation, or did the awareness creep in slowly, over years of unspoken lessons?

Looking back at my past, I realise how deeply the world shaped my understanding of who I am, often more than I shaped myself. From home to school, the playground to the market — everywhere.

Then, there were the subtler moments of everyday life — the way I clutched my bag tighter in a crowded train station, how I learned to scan a room before stepping inside, the way I’d adjust my clothes and scrutinise myself when someone looked at me for more than 10 seconds, the inner chatter that would follow, wondering, ‘What’s wrong with me today?’ Few friends, measured conversations, restricted phone calls, and limited mobility outside the home, only when absolutely necessary. I experienced life confined within these set norms and I still continue to feel the same.

These were not isolated incidents; they were patterns. They were proof that the world expected me to move differently because I was a woman.

My lived experiences, from trust to confusion, love to expectations, and my desire to ambitions, reflect the embedded limitations and pressures, and were all influenced by the subtle yet significant messages I received over time.

But knowledge is power. And with this power comes responsibility. We cannot unsee what we now know. Recognising these biases is only the first step. The real challenge lies in confronting them, in redefining leadership, in taking up space without apology.

So, what do we do with this awareness? We act. We speak up. We lift others with us. As Malala Yousafzai said, ‘I raise up my voice — not so that I can shout, but so that those without a voice can be heard.’ Leadership, I have learned, is not just about personal ambition. It is about making space for others, about ensuring that no one has to navigate this journey alone.

This is not just a perspective. It is a way of living. It is the way I lead, the foundation of my work, the way I show up in the world. It is about embedding equity and inclusivity into every action, every conversation, every decision. And that is the most powerful realisation of all.

Ready to Shake Things Up? Own Your Leadership Journey now, and forever

1. Reflect on Your Journey

   Take out your journal (or the Notes app — no judgment!) and jot down three moments when gender played a role in your opportunities or decisions. Maybe it was when you hesitated to negotiate a salary, or when you were the only woman in a leadership meeting. What did you feel? What would you do differently now?

2. Build Your Network

   Think of five women you admire in your field — leaders, peers, even colleagues who always have your back. Reach out! Send a LinkedIn message, invite them for coffee, or join a women’s leadership forum. Having a squad makes a world of difference.

3. Challenge Biases (With Style!)

   Notice how women’s ideas sometimes get overlooked in meetings? Next time, amplify a female colleague’s point by reinforcing it: ‘That’s a great idea, Priya just suggested something similar — let’s explore it further!’ Small actions shift cultures.

4. Embrace Vulnerability (It’s a Superpower!)

   Being real about your challenges creates space for others to do the same. Share a story about a time you faced self-doubt and how you worked through it. Vulnerability builds trust, and trust builds strong teams.

5. Mentor and Lift Others Up

   Who’s one woman in your circle who could use some guidance or encouragement? Offer to share your career lessons, review a resume, or make an introduction. It doesn’t have to be formal — sometimes, a quick chat over chai is enough to change someone’s trajectory.

6. Keep Learning and Stay Curious

   Sign up for one new learning opportunity in the next three months — a workshop, a book, a podcast. Try The Fix by Michelle King or How Women Rise by Sally Helgesen for practical insights on navigating leadership.

7. Lead with Purpose and Own Your Impact

   What’s your leadership style? Are you the mentor, the problem solver, the changemaker? Define your leadership ethos and look for ways to align your work with your values. You don’t need a title to be a leader — you just need intent.

Every time we challenge a bias, amplify another woman’s voice, or dare to take up space, we are dismantling the invisible barriers that have held too many of us back for too long. As Maya Angelou so powerfully said, ‘Each time a woman stands up for herself, without knowing it possibly, without claiming it, she stands up for all women.’

The question is no longer if change will happen — the question is: Will you be the one to lead it? The time is now. Let’s rise together!

About the Author

Dr Shradha Roy
Senior Program Manager

Dr Shradha Roy has a decade of experience spanning R&D, technology development, and social impact. With expertise in program management, leadership, and strategic decision-making, she has successfully driven results in high-pressure, fast-paced environments, collaborating with different stakeholder including government agencies, corporates, nonprofits, and global organisations. She was awarded the MEXT Fellowship by the Government of Japan for her PhD, nominated by MHRD, Government of India. An alum of the University of Tokyo, she holds a doctorate in Plant Molecular Genetics. Passionate and dynamic, she enjoys music and cross-cultural interactions.

The post Accelerate Action: Women Redefining Leadership for the Future appeared first on India Leaders for Social Sector.

Defining leadership is a contested domain. In this article, I will refrain from providing a definition of leadership but I will allude to certain qualities and actions of some incredible women leaders that demonstrate the practice of exercising shared agency to influence positive social change. This, to me, lies at the crux of leadership practice. This article is our tribute to five Indian women, whose determination and can-do mindset helped them to look beyond problems and craft bold solutions to tackle them. I will attempt to uncover their leadership stories that offer inspiration and guidance for many other aspiring leaders.

Hasina Kharbhih, Founder and Chair of Board at Impulse NGO Network, Shillong (Meghalaya)

Hasina’s journey is a testament to grit, overcoming obstacles, and standing passionately for a cause close to her heart. Starting in 1987, Hasina started working with local organisations to aid Shillong’s poor and vulnerable groups. Over time, she started connecting with like-minded volunteers and developed rural livelihood initiatives, promoting local women artisans to apply their traditional skills for sustainable livelihoods.

During her deep work with communities, Hasina discovered the harsh reality of human trafficking affecting children in North East India. Her relentless efforts brought this issue to the attention of the government. The credibility of her work helped her build strong partnerships with law enforcement and other departments. She and her team developed the Impulse Model to combat human trafficking, emphasising stakeholder engagement and collaboration. To date, the Impulse NGO Network has responded to over 72,000 trafficking cases (Better India, 2020). With over two decades in the social sector, Hasina is currently a leading figure in the fight against human trafficking in India and Southeast Asia. An Ashoka Fellow, Fulbright Scholar, and Aspen India Leadership Initiative Fellow, Hasina’s story exemplifies the power of resilience and collaboration in creating impactful change.

Revathi Radhakrishnan, Director and Managing Trustee at Vanavil Trust, Nagapattinam (Tamil Nadu)

The saying ‘Tragedy brings out the worst in some and the best in others’, fits very well for our next leader, Revathi Radhakrishnan. Following the devastating Asian tsunami of 2004, she founded Vanavil to support children from two nomadic communities, Boom Boom Mattikarars and Narikuravars, in Tamil Nadu. These tribes have a rich legacy of music and art, which unfortunately saw its decline over time.

Left with no option other than begging, Revathi decided to stand up for these children and create an anti-begging institution, Vanavil. In the last 17 years, Vanavil has grown into an organisation focused on child protection, health, nutrition, holistic education, livelihoods, and women’s empowerment. Vanavil supports these communities in upholding their tradition of coming from musical families and being integrated into the mainstream. Many of the community members now work in sectors such as IT, mass media, and education. Drawing inspiration from the children, Revathi believes in taking one day at a time. This philosophy has helped her ensure equality, dignity, and well-being for these nomadic communities. Her work has gained global recognition, earning her the ‘Amazing Indians’ award by Times Now in 2022 and the prestigious Gold Award at the SVP India Fast Pitch 2024.

Sanjina Gupta, Founder and CEO at Rangeen Khidki Foundation, Kolkata (West Bengal)

Experienced in designing and managing health and education programs, Sanjina runs a youth-led feminist organisation, Rangeen Khidki, that addresses the issues of gender, menstrual health and Sexual Reproductive Health and Rights (SRHR). Using a rights-based approach, Rangeen Khidki works with women, adolescents, and young people and has been able to impact over 31,606 lives directly and 1,60,000 lives indirectly (Rangeen Khidki Foundation, n.d.).

It all began eight years back when Sanjina started working with various nonprofit and research-based organisations in rural Bengal, Bihar and Maharashtra and Kolkata and Mumbai. Within five years, she started her own organisation, making significant strides in creating awareness and educational programs in both urban and rural areas of West Bengal and other states. These comprehensive gender and sexuality education programs and holistic menstrual health management initiatives have empowered numerous women and girls to start conversations to destigmatise menstruation, speak and demand openly for their menstrual health and hygiene and make numerous households and communities aware of the same.

Vinita Gursahani, Trustee at We, The People Abhiyan, Gurugram (Haryana)

The Indian Constitution is not just a hard-bound book from the late 1940s. It’s rather a powerful guide for helping everyone live their life powerfully and with full expression. Vinita Gursahani, a social sector leader, has dedicated the last 15 years to passionately building constitutional awareness and empowering citizens to stand up for everything that’s rightfully theirs.

Her organisation, We The People Abhiyan, engages with educationists, activists, civil society, government officials, donors, and citizens to explore and utilise the Indian Constitution for personal and community betterment. Through her work, Vinita constantly engages and facilitates dialogues with educationists, activists and members of civil society and strives towards achieving the Sustainable Development Goals of reducing inequalities, promoting peace, justice, and strong institutions. She has empowered citizens to leverage constitutional awareness, enhancing education, community empowerment, and women’s leadership. Whether it’s ensuring access to basic rights such as pensions and water, or upholding a basic human right such as the right to religion, Vinita and her team’s efforts have constantly capacitated individuals to stand up for their undeniable human rights and create powerful and long-lasting results.

Shanthi Lakshmanan, Director at Exempserv

Shanthi, a social entrepreneur, is the founder and director of Exempserv, a professional services organisation providing value-added financial reporting, compliance, and allied services to boards, trustees, and senior leadership in the social development sector. Started as an initiative of TATA Trust in 2015, her company Exempserv, works with clients in education, women’s empowerment, research, health, and livelihood across urban and semi-rural areas.

Being an expert in financial, IT, and shared services, Shanthi passionately leverages her knowledge and skills to serve the social sector meaningfully. As a successful social entrepreneur, she excels as a strategist, fundraiser, accountant, auditor, program manager, trainer, mentor, and coach, working in both domestic and multinational environments. With the desire to enhance the impact of social development organisations, and a strong belief in her strengths of execution, and a can-do approach, she constantly supports social purpose organisations to move towards their stated goals more impactfully.

Also Read: The Role of Mentorship in Women’s Leadership Development in the Social Sector

Leadership lessons learnt

The stories of these five remarkable women highlight crucial leadership lessons. Leadership involves addressing complex societal issues. Each of these women stood up and tackled significant challenges, including issues such as human trafficking, poor literacy rates in tribal communities, sexual orientation and gender identity, lack of knowledge about constitutional rights, and access to justice. While we may be aware of the existence of these problems, how many of us actually pause and think deeply about these issues, let alone make it our profession?

Leadership is tough and often lonely, it involves challenging the status quo and facing opponents head-on, and being able to learn from failures. Effective leaders must be constantly aware of the interconnectedness of societal issues at multiple levels. For instance, improving health and sexuality education requires addressing gender and patriarchal equations, and providing accessible healthcare facilities. Without economic independence, young people may find it impossible to live their lives in the way they want to and express themselves without fear. Leaders need to constantly collaborate with diverse stakeholders addressing multiple aspects of a problem if they have to drive meaningful change.

Success is not easy, and leaders will encounter multiple impediments. The value lies in learning from challenges and being resilient. As we honour these five remarkable Indian women, let their contribution serve as a beacon of inspiration.

About the Author

Nupur Mahajan
Associate Director

Nupur Mahajan has a decade of experience in content creation, training, and facilitation, working across EdTech, Big 4, healthcare, and IT sectors. An entrepreneur at heart, she was a founding team member at Parwarish, leading efforts to unlock human potential. She later worked in both corporate and startup spaces, designing and delivering learning programs for senior women leaders, mid-management, and early talent at Deloitte India Shared Services Pvt. Ltd. As director of learning at Ingenious Faces, she taught a 110-hour design thinking course globally. Nupur holds a master’s in human development and childhood studies (University of Delhi) and is passionate about fostering entrepreneurial mindsets in young talent across India.

References:

• Better India (2020). Taking Down Trafficking, Weaving New Lives. Youtube. Retrieved July 19, 2024, from https://www.youtube.com/watch?v=eJ6ofjkkrIw
• Rangeen Khidki Foundation (n.d.). [LinkedIn page]. Retrieved July 19, 2024, from https://www.linkedin.com/company/rangeen-khidki-foundation/about/

The post Leadership Stories of Indian Women in the Social Sector appeared first on India Leaders for Social Sector.

The Role of Mentorship in Women’s Leadership Development in the Social Sector

Date : Apr 5 , 2024 | By Ananya Sharma,Dr. Shradha Roy

‘A mentor is someone who allows you to see the higher part of yourself when sometimes it becomes hidden to your own view.’
–Oprah Winfrey

In the ever-evolving landscape of professional growth, women, particularly those in mid-career roles, encounter a myriad of unique challenges that often hinder their advancement. This also holds true for women leaders in the social sector, who find themselves navigating through a maze of systemic biases, entrenched gender norms, societal stereotypes, and towering expectations.

But how do these obstacles impact their trajectory towards success? Let’s break it down. From limited access to coveted leadership positions and facing unequal compensation to underrepresentation in decision-making roles and encountering barriers to career growth, women confront numerous hurdles along their career paths. Moreover, societal stereotypes and expectations further compound their struggles by undermining their credibility and confidence as leaders.

What we’ve learned from working closely with over 100 women in our program is a common thread: these women are hustlers! They’ve built their careers on sheer hard work and early wins, without much thought for the long haul. During our interviews and chats, we’ve heard this echoed time and again – many of them struggle to paint a picture of where they want to be down the line. It’s like they’re cruising without a map, which makes it tough to navigate the twists and turns of career growth. Internally, they’re wrestling with self-doubt, imposter syndrome, dynamics of the workplace, and the never-ending juggle of work and family.

‘If you cannot see where you are going, ask someone who has been there before.’
– J Loren Norris

Picture this: you’ve got someone who understands your struggles, knows the lay of the land, and helps you map out your path forward. That’s the power of mentorship that is tailored to women’s unique challenges.

We’ve seen how mentorship plays a pivotal role in supporting women’s professional development in various ways:

Clarity and Goal Setting: Mentors help women articulate their professional goals and aspirations, encouraging them to write them down for clarity and accountability. Through personal experiences shared, mentors inspire mentees to envision their career trajectories more concretely.

Participant: ‘My focus has been more on individual leadership and development. My mentor was very quick to help me understand how to pace and time my ideas. She identified my mental blocks and was able to direct me to rethink what I needed to do immediately and in the long term. She was extremely analytical in her approach, which I greatly appreciated!’

Perspective Building: Mentors offer diverse perspectives and insights, helping women identify their leadership styles and areas for growth. By assigning perspective-building tasks and facilitating reflective practices like journaling, mentors enable mentees to gain clarity on their strengths and areas needing improvement.

Participant: ‘In our chats, we dug deep into my leadership journey, breaking it down to figure out my next moves for progress. Additionally, we’ve talked about my aspirations and how to match them up with my strengths’.

Creating Safe Spaces: Mentors establish safe and comfortable environments for open dialogue, where women feel empowered to share their thoughts and challenges without fear of judgement. This supportive atmosphere fosters trust and enables mentees to explore their feelings and concerns freely.

Participant: ‘Her deep understanding of being someone who has been in similar shoes, understanding the challenge of an introvert and contextual responses from that perspective have been helpful for me’.

Skill Development: Mentors provide tailored guidance and support to address specific challenges and enhance skills necessary for career advancement. Whether it’s learning to communicate effectively, manage time efficiently, or navigate professional transitions, mentors offer practical tools and strategies to help women overcome obstacles and thrive in their roles.

Participant: ‘I was able to consolidate my thoughts, feelings on the leadership shift task I had taken up. The conversation helped me to find more granular nuances and threads to reflect on and practise further to support skill gaps’.

Networking and Building Connections: Mentors offer insights into building professional networks and adopting gender-inclusive practices, empowering women to expand their connections and advocate for themselves effectively. Through conversations about networking skills and experiences, mentees gain valuable insights into building meaningful professional relationships.

Participant: ‘I was able to discuss a few personal inhibitions and limiting beliefs with my mentor and it was helpful to understand her perspective. Moreover, we discussed the importance and different types of networking which work for people with diverse backgrounds and this really resonated with me. I now know how I could take my first steps in this area’.

Emotional Support and Resilience: Mentors offer emotional support and encouragement, helping women navigate personal and professional challenges with resilience. By providing perspective on stressful situations and recommending resources like books and tools for personal development, mentors equip mentees with strategies to overcome obstacles and maintain a positive mindset.

Participant: ‘I was experiencing some personal emotional turbulence, but my mentor came up with this idea to treat it as if it was a professional one and this shift changed the perspectives and outcomes altogether. This approach enabled me to understand my saboteurs and sages’.

It is through a mentor’s support, encouragement, and occasional tough love that women feel empowered to step up, seize opportunities, and make their mark in their careers and lives.

But, how and where can women leaders seek mentors?

The ILSS Emerging Women’s Leadership Program is designed to equip women with the knowledge, skills, and support they need to succeed as leaders in the social sector, driving positive change and advancing social impact.

At the heart of the program’s transformative approach lies a deep understanding of the intricate interplay between power dynamics and patriarchal structures, which frequently impede women’s advancement. Through robust mentoring support, The ILSS Emerging Women’s Leadership Program seeks to dismantle these gender-based barriers and empower women with the skills and strategies needed to navigate and surmount them adeptly for women to feel more confident and clear as they approach the progress intentionally and strategically.

Through mentoring, participants not only cultivate essential leadership skills but also build a robust support system that extends throughout the duration of the program, and beyond. Empowered with newfound knowledge, confidence, and a network of mentors, women emerge as catalysts for change in their respective fields, driving progress and diversity in leadership.

In conclusion, mentoring is not just a component of The ILSS Emerging Women’s Leadership Program; it is the cornerstone which empowers mid-career women to reach their full potential and enact positive change in the world.

Apply now for The ILSS Emerging Women’s Leadership Program

The post The Role of Mentorship in Women’s Leadership Development in the Social Sector appeared first on India Leaders for Social Sector.