Fundamental change is needed as many women near burnout, amid mounting social challenges and work-life imbalance.
As the dust begins to settle on the pandemic, a stark reality emerges: the house may no longer be burning but the embers of crisis still smoulder, threatening to reignite at any moment. Among those feeling the heat most acutely are women leaders in civil-society organisations (CSOs), who are increasingly faced with the impossible mission of transforming their organisations and inspiring profound systems change—all while still doing the lion’s share of childcare and household chores.
A recent report I co-authored, ‘Women CSO leaders for systemic change’, based on interviews with 150 women leaders of CSOs across the European Union, sheds light on this pressing issue. It reveals that nearly half of women leaders in CSOs exhibit signs of ‘pre-burnout’—a symptom of structural challenges rather than personal shortcomings.
Unreasonable demands
Europe’s social economy, a highly feminised sector, employs 13.6 million people, representing 6.4 per cent of the EU’s workforce. It is expected to deliver essential services at scale in the face of growing social challenges, including inequality and climate change; to build social cohesion, in a context of increasing polarisation and loneliness; and to act as an initiator and catalyst of a just, green transition. And women from all over Europe have stepped forward to take up leadership positions in CSOs. As in wider society, however, they are exposed to misogyny, severely overworked and overwhelmed by unreasonable demands at work and at home.
To conduct this study—commissioned by the Foundation for European Progressive Studies, the Heinrich-Boll-Stiftung and the Friedrich-Ebert-Stiftung, supported by the Green European Foundation—we surveyed 148 women across the EU, around half of them CSO executive directors. The survey highlights the profound dedication and passion of women leaders of non-governmental organisations, the vast majority deeply invested in their organisation’s mission and their roles within it. Despite facing substantial workloads, many express enjoyment and fulfilment in their daily tasks, attributing their motivation primarily to values, the desire to change systems and a thirst for learning, rather than material conditions such as flexible hours or remuneration.
Many women however face significant challenges, including high emotional absorption, stress and struggles to maintain a work-life balance. Many feel pressure to excel and often find themselves overwhelmed with responsibilities, at work and at home—those with children especially feel torn between professional and personal obligations. Moreover, women leaders often encounter gendered power dynamics and discrimination, with disparities in leadership positions, expectations and recognition vis-à-vis their male counterparts. Despite their resilience and commitment to advancing social change, they face many such structural challenges, affecting their wellbeing and effectiveness in their roles.
Equality remains elusive
While efforts to address gender inequality are under way, progress is slow and additional dimensions of discrimination highlight the need for ‘intersectional’ approaches and greater ‘allyship’ from men as well as women. The report underscores the need within organisations for better training and mentorship and for policies that address specific health issues, such as menstrual pain, menopause and maternal health.
More inclusive decision-making structures are also required—indeed many women leaders strive to promote power-sharing and feminist principles. True equality however remains elusive, as outdated patriarchal norms and discrimination persist, hindering the full potential of women leaders and the effectiveness of the NGOs they run in addressing social injustices.
‘Women have the power to show that there is another way of doing things,’ our report says and the findings are a clarion call for action. Supporting civil society should be at the centre of policy discussions, since CSOs are often critical to policy delivery on the ground. Yet it is invisible in key policy debates, simply taken for granted—perhaps its feminisation is a factor.
Priorities for action
To address these challenges, our study identifies priorities for action, each representing a crucial step toward mitigating the crisis among women CSO leaders:—
Radically reimagining power and leadership cultures, starting with space, time and resources to rethink and grow as leaders: this might take the form of a feminist leadership academy to support, connect and accompany women CSO leaders during their mandate. Feminist leadership is a new way of imagining, framing and pursuing social and environmental transformation, grounded in feminist understanding of systems of power and change. The world urgently needs radically different leadership that respects the earth’s limits and places the wellbeing of all at its heart. Intersectional feminist leadership offers an exciting key to unlock new ways of being and leading through uncertainty—and not just for women.
Building more caring working cultures and shifting social norms around care, with policy-makers investing in redistributing and supporting care work: safeguarding and expanding care policies recognises the disproportionate burden of unpaid care borne by women. New norms and educational frameworks should prioritise and value care, alongside safety nets to address the financial vulnerabilities faced by women, including poorly portable retirement benefits and the consequences of unequal sharing of caregiving responsibilities.
Addressing the permanent financial insecurity of CSOs: networks of philanthropic and institutional funders need to agree a target for core funding as a share of the total—NGOs often complain that only project-based funding is available, when they must meet overheads—and principles that would be independently verified, similar to the accountability charter for international NGOs. They should be realistic about their power and limitations, prioritise collaborative modes of operation and increase funding for women’s and feminist organisations. Policy-makers must do more to reduce gender gaps in care as well as pay and pension gaps, address gender-based violence and cultivate diversity at all decision-making levels in CSOs. The EU should meanwhile ensure effective use of gender ‘mainstreaming’ and budgeting, financing gender expertise and tools, and develop dedicated funds to address gender inequality and support women’s organisations.
Investing in gender equality, diversity and inclusion: NGO boards should take direct responsibility for fostering inclusive workplaces through equitable remuneration, compassionate management practices and sustained investments in gender equality and diversity initiatives. They should address ageism, promote LGBTQIA+ inclusion and ensure accessibility for individuals with disabilities, affirming their commitment to a workplace environment where all individuals can thrive and contribute meaningfully.
The urgency of these actions cannot be overstated. It is time to extinguish the embers of burnout and reignite the flame of hope and possibility for women leaders in CSOs—and for all those who depend for a better world on their vision and leadership.
Eloïse Bodin is a sustainability and environmental policy consultant who has worked on a wide range of topics, such as the impacts of climate change on mental health, social justice challenges and building care-centred societies.