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| Maria Mahmoudian |
Iranian society is deeply influenced by traditional gender roles that prioritize male authority in both public and private life. From an early age, women are conditioned to see leadership as a masculine domain, while expectations around marriage, motherhood and obedience to male guardians limit their social mobility. These expectations are reinforced by state-enforced legal codes rooted in a conservative interpretation of Islamic law, which explicitly restricts women’s access to high-level political positions. For instance, women are barred from running for the presidency and face systemic exclusion from senior roles in the judiciary, military and clerical bodies. These legal restrictions are not incidental — they are deliberate structures designed to maintain male dominance.
In the professional sphere, institutionalized sexism further stifles women’s advancement. Hiring and promotion practices often favour men, regardless of women’s credentials or performance. Despite women comprising over 60 per cent of university graduates in Iran, they remain significantly underrepresented in managerial and executive roles. Workplace cultures often penalize women who display assertiveness or ambition — traits traditionally associated with leadership — yet simultaneously expect them to prove extraordinary competence to be deemed worthy of leadership. This double bind traps many women in a cycle of over-performance and under-recognition.
However, Iranian women are not merely passive victims of this system. Across sectors, they are engaging in what feminist scholars refer to as “strategic compliance” — operating within societal constraints while subtly challenging and subverting them. Many adopt transformational leadership styles characterized by empathy, collaboration and ethical decision-making. These leadership approaches — often seen as “feminine” — have proven not only effective but powerful in reshaping leadership cultures from the inside out. By leading in ways that reflect their values and lived experiences, Iranian women are redefining leadership to be more inclusive and human-centred.
Support networks have also become essential tools in the leadership journey of Iranian women. Informal mentorship, solidarity circles and women-led advocacy groups offer guidance, community and practical support in navigating hostile environments. These networks are often crucial for visibility, advancement and the emotional endurance required to remain in leadership roles. Social media, too, has emerged as a potent platform, allowing women to bypass traditional gatekeepers and share their voices, build audiences and advocate for gender justice in leadership.
Despite these strategies, systemic change is urgently needed. First, legal reform must address the discriminatory policies that limit women’s political and professional participation. Removing legal barriers to high office, ensuring equal protection in employment law and enforcing anti-discrimination measures are foundational steps. Second, workplace policies must actively promote female leadership through affirmative action, mentorship programs and leadership development opportunities tailored to women’s experiences. Finally, cultural transformation is essential. Education systems, media and public policy must work to dismantle harmful gender stereotypes and promote a vision of leadership that includes and values women.
As feminist leadership theory asserts, true leadership is not about dominance or hierarchy — it is about inclusivity, empowerment and the capacity to inspire change. The stories and strategies of Iranian women reflect this model. They are not only leading in spite of the barriers; they are leading in ways that question and disrupt the very systems that oppress them.
The Iranian case offers a powerful example to the global feminist movement. It reminds us that while laws and structures can be used to suppress, they can also be reimagined and rebuilt. Iranian women are already doing this work — from within families, organizations and communities. Their leadership is not just a challenge to patriarchal norms; it is a testament to the transformative potential of resistance, solidarity and vision. The world must not only witness this struggle but support it — because when women lead, societies move forward.
Maria Mahmoudian, PhD (SJE), MBA from Rotman and MEd from OISE, University of Toronto, is a dedicated educator with extensive teaching experience. An entrepreneur for over 15 years, she successfully owned and operated a business. Contact: MariaMahmoudian@utoronto.ca.
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