Women Leading Through Change: Inclusive Leadership in Public Health
Women continue to play a vital role across the UK’s public health and broader health sector landscape, yet meaningful advancement into health leadership remains hindered by systemic, cultural and structural barriers. Together, these barriers shape the leadership landscape and if left unchecked will slow progress toward a more gender‑equitable health system. In a world increasingly aware of the value of diversity, the role of women in leadership is more critical than ever, with inclusive leadership not a luxury but a necessity.
UK health policy and research structures still tend to default to male‑centric models, creating barriers that affect women’s credibility, progression and leadership impact. Female leaders continue to lack the sponsorship and structured advocacy necessary to enter senior public‑health leadership roles. Without sponsorship, women miss out on roles that shape policy, budgetary decisions and health‑equity priorities. The wider health system (NHS and public health bodies) is grappling with organisational restructuring, workforce pressures and widening inequalities. These pressures can create environments where equity goals risk being deprioritised, slowing progress for aspiring women leaders.
Beyond performance metrics lies the transformative human impact of inclusive leadership. Women bring cognitive diversity to the table - offering different perspectives, empathic communication and collaborative approaches that are crucial during complex, uncertain times. Their leadership fosters belonging, reduces turnover and boosts engagement. In the context of the 10 Year Health Plan, where the emphasis is on local integration and community-based care, this kind of leadership is essential.
Health reform presents both opportunity and risk. As decision-making becomes more localised, the need for leaders who can navigate change with compassion, resilience and inclusivity has never been more urgent. Women leaders are well-equipped to meet this challenge, and in some areas such as public health, this is being recognised. The latest figures show that out of the 149 Directors of Public Health (DsPH) in England and Wales, 54 are men and 95 are women. These numbers reflect growing influence of women in governance and strategic decision-making within this sector.
However, more broadly within the health service, women make up most of the global health workforce (nearly 70%) yet hold only around 25% of leadership roles. Despite growing visibility of gender equity issues, 2026 still presents persistent and emerging barriers that limit women’s advancement in health leadership. Perhaps more worryingly, research from the University of Exeter highlights that women in the NHS are often placed in leadership roles during times of crisis or organisational instability, which can increase the likelihood of perceived failure.
Effective interventions to improve women’s leadership in health sector centre on creating inclusive, gender‑responsive cultures and removing systemic barriers. Organisations must recognise and reward transformational leadership rather than prioritising traditionally male‑coded behaviours, embedding inclusive values so that relational leadership is understood as a strategic asset. Recruitment, promotion and selection processes should be reformed through structured, bias‑resistant approaches, proactively seeking women from underrepresented groups and ensuring gender‑balanced, diverse panels.
Strengthening leadership pathways is also essential: formal sponsorship programmes can connect mid‑career women with senior champions, while peer networks build confidence, visibility and collective support. Tailored development programmes focused on strategic leadership, influence, public‑health systems thinking and cross‑sector collaboration can further prepare women for senior roles. Finally, access to system‑wide public health skills must increase. Training in policy development, system leadership and health‑equity frameworks, alongside support for accreditation, fellowships and executive‑level development, ensures women are equipped to lead effectively and with less risk, across the UK public‑health landscape.
Despite the increase in numbers of female leaders in public health, DsPH recruitment campaigns frequently attract very few qualified applicants. To encourage the next cohort of leaders in the era of the 10 Year Health Plan, we must amplify the stories and contributions of current leaders especially women. Storytelling is a powerful tool for change. Neuroscience shows that narratives activate empathy, inspire action and create shared understanding. Women sharing their stories of leadership, resilience and purpose can humanise complex issues, challenge stereotypes and pave the way for inclusive cultural change.
These stories must be heard - not just to inspire, but to transform how we define effective leadership. They help dismantle outdated norms and build cultures where everyone, regardless of gender and ethnicity, has the opportunity to lead authentically. It’s not simply about increasing numbers but about redefining the very qualities we value in leadership - empathy, inclusivity, collaboration and moral courage.
As we advance through 2026, let’s ensure all women are not only included but celebrated in the reimagining of leadership in public health, the wider health sector.
Dawn Faulkner is Partner with Faerfield. Originally published in Healthcare Management magazine, 24 February 2026.
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