Many recognize that women actually can make a difference (Drage, 2001). This pertains to their impact on political institutions and agendas. This and the different approaches women take, often recognized as part of governance, have been seen as a version of transformative leadership.

Transformative leadership is “broadly defined as being based on a new political paradigm: a politics that is both transformed and transformational. Within the framework politics are transformed to ensure people and communities; it is non-hierarchical and participatory; and it gives priority to disadvantaged sectors. Politics are seen as transformational when they work for economic, social, and political equality for women within a humane and sustainable society” (Centre for Asia-Pacific Women in Politics, cited in Drage 2001). For the purposes of this study, transformative leadership would have two major dimensions, first transformative approach, that is a non-hierarchical, participatory and top-down approach—where women officials are easily accessible and perceived to be easier to approach. The second dimension is transformative agenda, or that which pertains to the goals and platforms pursued by women officials such as women issues, children and family issues and issues pertaining to social justice and equality.

Going back, some believe that the power to be transformative stems from “the contradictory experience of progress and oppression” (Cohen, Jones and Tronto, 1997, cited in Drage, 2001). Drage (2001) argues that the nature of leadership women promote is defined by their style of leadership and their impact on equality. Drage (2001) notes that the issues women promote are more focused on social issues, and on the well-being of their communities. Their priorities are more likely to focus on “housing, safety, clean water, sanitation, education, the social implication of policies, health services, childcare, poverty alleviation, and community development” (Drage, 2001). They also tend to have a commitment on improving the environment within their communities, in the quality of life, harmony in art and culture and environmental development. Also, they have different priorities and tend to spend more time on issues that some men find trivial such as family issues, dowry problems (in some Asian countries) and violence against women and children. They also prefer a more democratic and transparent approach to governance in an effort to move away from the dirty image of politics (Drage, 2001).

Drage (2001) also notes that women‘s style of leadership is different in that they are more inclusive, collaborative, consultative, tolerant of different view points, more people-oriented, encourages participation, places a higher emphasis on good communication with their communities, uses more democratic and facilitative forms of decision-making, based on leadership by example, more assertive, innovative and conscientious. Women leaders are also seen as changing the environment of local government, “making it more people-friendly, consultative, and more transparent” (Drage, 2001).

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