Strong Female Lead reeled me in but didn't quite stick the landing. Arwa Mahdawi’s book argues how traditionally feminine traits, like empathy or consensus building, though seldom prized in business or political leaders, are in fact key qualities that can produce better outcomes in fields as diverse as public health or investment management.
The first half of the book (roughly up to and including the chapter on ‘Rethinking Risk’) nails this brief, providing persuasive illustrations of where such ‘female qualities’ have helped women steer through crises while strongmen-esque leaders (including some women) have failed. A particularly powerful example is that of K. K. Shailaja - a regional health minister in Kerala - whose community-focussed approach to tackling first Nipah then COVID-19 likely saved lives. This is in contrast to the national government led by Narendra Modi, who was packing stadiums at rallies well into February and generally downplaying the virus.
Shailaja’s hands-on, non-patronising approach and willingness to meaningfully engage with locals is widely viewed as contributing to her success. The author uses this and other such examples to tease out how avoiding bullshit (her words), not condescending, not being a hypocrite, not using the language of war when calmer language will do, how these all contribute to Shailaja’s and other examples of successful management of complex systems or crises.
The discussion of the benefits of (often-associated-with-women-but-not-always) impostor syndrome is similarly valuable. Andrew Cuomo, former New York governor, comes in for a particular battering for his swaggering, toxically masculine approach to managing the pandemic, replete with bombastic imagery and braggadocio. This is contrasted with former New Zealand Premier Jacinda Ardern - who utilised self doubt to propel herself to better decision making.
I think the key throughout these chapters is how the qualitative examples illustrate what is too easily lost in an era of fake news and partisan harping: that good faith debate, the role of expertise and being able to acknowledge fallibility are valuable skills in our leaders. Mahdawi’s point is plainly true: we could do with more of these qualities in leaders - male or female - to reduce the amount of bullshit in our politics, media and business. I particularly appreciate the push of these qualities as something all can, and indeed should, aspire to rather than this branch of leadership being solely within the purview of women.
The book falters around the halfway point - particularly the chapter on Thinking Wide and Long - where it pivots to something of a polemic against Jeff Bezos, Elon Musk and the like. I’m as disgusted by the megalomaniacal machinations of these men as the next person - but Mahdawi seems oddly obsessed with them. Particularly, she seems to believe far more of the world holds them in high esteem than I believe do. I think most people outside X (formerly Twitter) see Elon Musk as a bit of an idiot - but in Mahdawi’s telling these men are venerated as great leaders of our time. I don’t think this is quite in keeping with the zeitgeist (and the book is from 2021).
Which means that a section full of vituperation about a 10,000 year clock Bezos is constructing, which will beat every century, seems just a bit excessive. Yes, it is pointless, yes it is an ego project, but I’m not sure the diatribe against this - or the fad for space travel - requires so much focus in a generally positive book on the virtues of a new kind of leadership.
The penultimate chapter ‘Get Real’ is a call to be more ‘authentic and intimate’ in the manner of Alexandra Ocasio-Cortez, particularly in how she handled the aftermath of the 6th January Capitol riot. My issue in this chapter is that while earlier calls to collaborate more, speak plainly, value community input are all actionable, notions of intimacy or authenticity are so much more abstract that it is hard to see what Mahdawi is arguing for.
Yes, some people like AOC are highly personable and engaging - drawing you in via an Instagram-mediated and often genuine seeming intimacy, but does this make them good leaders? It feels like too many leaders embrace inclusive stylings but without actually having any substance or answer to the question: what are they leading us towards? Including more voices is great when there are clear objectives. But when there aren’t - it can be a method without a purpose.
Put simply, these later chapters extolled the virtues of lots of good leadership qualities like openness or authenticity, but were discussed like they were the be all and end all. They key, as I see it, is for good leaders to have a vision. Intimacy alone can only get you so far but it was extolled seemingly as the highest virtue by this author in the final parts of the book.
Overall, it is a pity that this work veers from its impressive start. The book felt like it was at its strongest when describing positive, female-associated traits and how all leaders should cultivate these. Where it strayed into a somewhat narrow attack on a few billionaires or pushed vaguer qualities like authenticity above all else it suffered and ultimately unbalanced the book somewhat. A valuable read nevertheless, particularly for those eager to hear how ‘non-traditional’ qualities like self-doubt are valuable in a world of fake-it-till-you-make-it leadership and bullshitery.