The leadership role of women in social regeneration in the UK

Abstract

Purpose

Proposes that arguing for greater access for women is essential but not sufficient to drive equality or the spirit of diversity.

Design/methodology/approach

Explores the role that women and others can play in broadening agendas and in transforming managerial and regeneration practices.

Findings

A few innovative chief executives are leading the way and showing what transforming leadership is about in practice. In spite of this the intransigent lack of diversity within decision‐making bodies produces a brake on positive social change.

Originality/value

Provides an insight into the leadership role of women in social regeneration.

Citation

Maddock, S. (2005), "The leadership role of women in social regeneration in the UK", International Journal of Public Sector Management, Vol. 18 No. 2, pp. 128-138. https://doi.org/10.1108/09513550510584955