Margins To Mainstream: Women Redefining Indian Governance

Madhuritha Ramani

When considering the governance of India, the usual mental picture that comes to mind are clogged-up bureaucratic corridors or raucous parliamentary debates. But on closer examination—more specifically within panchayat halls of rural India, municipal councils of small towns, and district administration offices—one sees a quieter revolution in progress. Increasingly, women are assuming leadership positions, not just demanding representation but also changing the very foundation of governance.

This blog post draws from my recent research, which explored the evolving role of women in Indian public administration and governance. Drawing on secondary sources—ranging from academic studies to media accounts and policy briefs—I examined how women are reshaping decision-making, service delivery, and institutional culture across government levels.

A New Leadership Style

One of the most striking things that came through was the distinct way in which many women leaders take a particular approach to governance—marked by participatory, empathetic practices grounded in local realities. Whether it is an IAS officer reinvigorating public health infrastructure or a sarpanch pushing for the retention of girls’ education, women’s leadership often prioritizes welfare, inclusion, and accountability.

Consider Smita Sabharwal, the IAS officer who has been referred to as “The People’s Officer.” Her efforts in Telangana in relation to health systems and sanitation have been praised for being people-focused. At the ground level, a study by UN Women suggests how Rajasthan and Madhya Pradesh’s women sarpanches brought about innovative water-conserving initiatives and education initiatives that were locally based but with a broad reach.

These stories go beyond anecdotal reports—they depict a dramatic change in the perception of governance under feminine rule.

Deep-Seated Systemic Challenges Remain

But for all these encouraging precedents, women in government still have to deal with a maze of barriers. From bureaucratic gatekeeping to deep-seated patriarchal mindsets, far too frequently they face resistance both within institutions and in the wider society.

Female Panchayat members will tend to be handled as representatives of their male kin, particularly in regions of North India. Within the civil service, women occupy just around 21% of the workforce and very few within higher ranks. The absence of structural support—flexible working, childcare facilities, and mentoring—presents another barrier.

These are not technical hurdles—these are culturally grounded and both need attitude and policy changes.

The Role of Support Networks

One of the most heartening observations of my research was the institutional and civil society support. Organizations like PRADAN in Jharkhand and movements like SEWA have played a crucial role in empowering women leaders through training, peer-to-peer education, and networking.

Government schemes like the Mahila Samakhya Programme and STEP scheme have also helped a great deal in empowering women by making them assertive and developing essential leadership qualities. These schemes show that if properly supported and equipped, the impact and efficacy of women can multiply manifold.

Technology is increasingly proving to be an effective enabler. Acquisition of digital literacy, access to e-governance platforms, and adoption of mobile-based complaint systems have empowered women leaders—particularly those in rural areas—to engage more effectively with citizens and access resources more effectively.

Intersectionality: No One-Size-Fits-All

One of the key findings that came out was the necessity of researching women’s participation in governance through an intersectional lens. Women’s experiences are different. A Dalit woman sarpanch has a different set of issues to contend with than an upper-caste female IAS officer. Class, caste, region, and religion come into play in deciding access to power, resources, and representation.

But despite these different levels of disadvantage, numerous women from marginalized groups are pioneering with strength and creativity. Women such as Chhavi Rajawat, an MBA-graduated sarpanch, and Bhanwari Devi, a Dalit grassroots activist, show that with support and resolve, women can overcome obstacles and create systemic change.

These narratives are not the norm—they’re a representation of what happens when intersectional experiences are recognized and attended to in program planning and policy work.

Results That Speak Volumes

A number of studies have now confirmed what many communities have long understood—governance is improved when women are in control. A study by IFPRI (International Food Policy Research Institute) discovered that women-headed Panchayats in West Bengal and Bihar were more likely to invest in sanitation, access to water, and maternal health.

Urban women leaders are also taking the lead on innovation. IAS officer Renu Raj in Kerala has been praised for boosting municipal responsiveness and introducing citizen-centric grievance redressal mechanisms. From disaster response to education reform, women are standing up and getting things done.

Media, Perception, and the Power of Narrative

The way women politicians are portrayed in the media matters too. While women such as Tina Dabi are noticed, the coverage will veer into their personal lives, cementing gendered stereotypes.

Positive and nuanced storytelling—through journalism, documentary, or social media—can be transformative. It can change popular sentiment, bring more women into governance, and change social attitudes towards leadership and authority.

What Needs to Change?

To construct and strengthen women’s roles in government, it is necessary to transcend symbolic representation and address structural shortages that currently prevail. Based on my study, I present the following principal recommendations:

Institutional Mentorship: Establish formal mentorship programs for women in administration and PRIs.
Policy Enforcement: Enhance enforcement of gender quotas and construct gender-sensitized work environments.
Intersectionality Training: Develop capacity-building programs for different social contexts (caste, class, region).
Technology and Access: Enhance digital access and literacy for women seated in government.
Narrative Shaping: Collaborate with media to portray women’s contributions positively and accurately.

Conclusion

Beyond Numbers, Towards Change. This research experience reminded me that the question isn’t whether women *can* lead—but how much more effective the governing is when they do. Women aren’t filling seats—they’re changing the space. Their leadership tends to be more inclusive, more humble, and more transformative than traditional models. India’s future of governance hinges on how far we can take and grow this transformation.

About the contributor: Madhuritha Ramani is a fellow at YWLPPF 2.0 Young Women Leaders in Public Policy Fellowship 2.0 at IMPRI and Corporate development manager, Lighthouse Communities Foundation, Chennai

Disclaimer: All views expressed in the article belong solely to the author and not necessarily to the organisation.