{"id":18861,"date":"2025-03-07T13:16:55","date_gmt":"2025-03-07T13:16:55","guid":{"rendered":"https:\/\/welshice.org\/?p=18861"},"modified":"2025-03-07T13:20:33","modified_gmt":"2025-03-07T13:20:33","slug":"leading-differently-female-leadership","status":"publish","type":"post","link":"https:\/\/welshice.org\/cy\/leading-differently-female-leadership\/","title":{"rendered":"Leading Differently: How Female Leadership is Transforming Welsh ICE"},"content":{"rendered":"\n
With International Women\u2019s Day approaching, I\u2019ve been reflecting\u2014not just because of the occasion but because I\u2019m currently undertaking a Postgraduate Diploma in Leadership and Growth.<\/p>\n\n\n\n
This journey has reconnected me with leadership theory, business strategy, and gender equity research, which I\u2019ve been consuming for more than a decade now. All of these reflections have wonderfully reinforced something I\u2019ve always known but rarely said out loud:<\/p>\n\n\n\n
I have built something incredible at Welsh ICE.<\/p>\n\n\n\n
If you know me, you\u2019ll know that\u2019s not the kind of statement I\u2019d normally make. Like many people, but especially women (in leadership or otherwise), I struggle with imposter syndrome. And after having my second child just 13 months ago, that struggle has only grown.<\/p>\n\n\n\n
Even as I write this, there\u2019s a voice in my head questioning whether I should say it at all. Will people judge me for this? Will they doubt it? Or is that just my imposter syndrome talking?<\/p>\n\n\n\n
Either way, I feel like it\u2019s important\u2014this week of all weeks\u2014to own this statement.<\/p>\n\n\n\n
Because as women in leadership, we need to be better at celebrating our successes. We know that success breeds success, and if we don\u2019t make our achievements visible, how do we inspire the next generation of women to step forward?<\/p>\n\n\n\n
So, I\u2019m gritting my teeth and making a pledge\u2014for International Women\u2019s Day and beyond, I will be more self-celebratory. Because if we\u2019re serious about accelerating change towards a more equal society, we need to own our impact, loudly and proudly.<\/p>\n\n\n\n
And today, I want to own the impact I have personally made at Welsh ICE.<\/p>\n\n\n\nTy Merlin Hub Launch 2024<\/figcaption><\/figure>\n\n\n\n
The Impact of My Leadership at Welsh ICE<\/strong><\/h2>\n\n\n\n
When I first stepped onto the board of Welsh ICE, it was an incredible, vibrant community\u2014but financially vulnerable.<\/p>\n\n\n\n
Welsh ICE had built a strong reputation for supporting entrepreneurs, but we lacked the long-term financial resilience to secure our future. We relied heavily on external funding, which made us dependent on factors outside of our control. The commercial focus wasn\u2019t as sharp as it needed to be, and decision-making often felt top-down rather than collaborative.<\/p>\n\n\n\n
Since stepping into the CEO role, I\u2019ve led transformation:<\/strong><\/p>\n\n\n\n
\ud83d\ude80 <\/strong>Welsh ICE is closer to becoming financially sustainable than ever before. We have diversified revenue streams, restructured operations, and built a commercial model that proves the potential to stand on its own feet. This year, we\u2019ve built a budget that paints a clear picture of the final run towards an ICE that no longer waits on grants to dictate its future. This was a primary objective I set early in my role as CEO.<\/p>\n\n\n\n
\ud83d\ude80 We\u2019ve become commercially smart without losing our soul. The business now operates with strategic commercial thinking, but we\u2019ve retained our core values of collaboration, inclusivity, and community support.<\/p>\n\n\n\n
\ud83d\ude80 We\u2019ve embedded trust, transparency, and real collaboration into decision-making. Leadership isn\u2019t about controlling information\u2014it\u2019s about sharing knowledge, empowering others, and making better decisions together.<\/p>\n\n\n\n
\ud83d\ude80 We\u2019ve built a leadership model that values listening, learning, and adapting. Welsh ICE has moved away from outdated, linear hierarchical models of leadership to something more circular, flatter, dynamic, inclusive, and ultimately, more effective.<\/p>\n\n\n\n
This transformation is no accident. It\u2019s the result of my values, and the way I have chosen to lead this organisation.<\/p>\n\n\n\n
And a huge part of this success comes from a decision I made on immediately taking on the CEO position. In fact, I pitched myself for the role\u2014but I would not accept it without a key individual next to me.<\/p>\n\n\n\n
I knew that I needed a co-leader who would complement my leadership style.<\/p>\n\n\n\n
So, I chose Keiran Russell as our COO\u2014not just for his expertise but because I knew he would challenge me in all the right ways. Keiran embodies many of the traits of a traditional male leader\u2014structured, logical, and numbers-driven\u2014but unlike many, he doesn\u2019t fit the stereotypical mould. And just like women in leadership, sometimes that means being underestimated. Perhaps that\u2019s why we share such a strong mutual respect.<\/p>\n\n\n\n
Why We Need More Men and Women Working Together at Senior Level<\/strong><\/h2>\n\n\n\n
Keiran is a fantastic co-leader, and I have nothing but absolute respect for his commitment to the company, our team, and our community. Since we first worked together at Welsh ICE, I\u2019ve trusted him to challenge my perspectives with his linear, black-and-white numerical thinking. I knew he would always play devil\u2019s advocate with my decisions, but in a way that was constructive, thoughtful, and rooted in our shared goals and ambitions for ICE. But what makes our leadership dynamic truly exciting is how different our leadership styles are\u2014and how well they work together.<\/p>\n\n\n\n
Keiran\u2019s leadership style is transactional (otherwise considered a more masculine leadership style)\u2014he ensures that every ambitious idea is backed by solid execution and careful risk assessment. He grounds our leadership in clear logistical planning and operational efficiency, making sure that our strategies aren\u2019t just ambitious but also achievable.
My leadership style, on the other hand, is transformational. I focus on keeping the team engaged, inspired, and aligned with our bigger vision. Research has found that transformational leadership\u2014which is more commonly found in female leaders\u2014creates higher levels of innovation, stronger team morale, and better long-term performance.\u00b9
So between us:<\/strong><\/p>\n\n\n\n
\ud83d\udccc Keiran ensures the business runs efficiently and sustainably. \ud83d\udccc I ensure the team is inspired, engaged, and constantly growing. \ud83d\udccc Together, we create a leadership model that is both ambitious and strategic.<\/p>\n\n\n\n
This isn\u2019t just a “nice to have”\u2014it\u2019s backed by research. Studies show that companies with a mix of transactional and transformational leadership styles perform better, navigate change more effectively, and create stronger workplace cultures.\u00b2<\/p>\n\n\n\n
Keiran and I work well together because regardless of our genders and differences in styles, we see and respect the value we each bring. We approach discussions positively and constructively, knowing that at the core of every decision is a shared goal: what\u2019s best for the company and the people within and around it.<\/p>\n\n\n\n
This is why businesses need more women at the table, in balance with men\u2014not just for diversity\u2019s sake, but because balanced leadership leads to better businesses. This means that breaking the glass ceiling in our companies and sectors isn\u2019t enough – we need to stop and learn from each other. More to the point, women need more male allies who are prepared to listen and learn from them, and when it’s appropriate, say (ideally publicly), \u201cyou know what, you were right\u201d.<\/strong><\/p>\n\n\n\nLesley Speaking at IWD Event<\/figcaption><\/figure>\n\n\n\n
Listening, Learning, and Making Better Decisions<\/strong><\/h2>\n\n\n\n
Possibly, one of the most valuable things I bring to Welsh ICE as a leader is my ability to listen.<\/p>\n\n\n\n
I don\u2019t believe leadership should be about making decisions in isolation. I believe it\u2019s about collaborating to find solutions, and making better decisions because of the people around you.<\/p>\n\n\n\n
With this in mind, I deeply value the Senior Management Team (SMT) and the board members who bring different perspectives to the table:<\/p>\n\n\n\n
\ud83d\udca1 Steve Burt, our Board Chair, and another male ally, has provided guidance, strategic insight, and a listening ear, particularly when I\u2019ve encountered challenges infused with toxic masculinity.<\/p>\n\n\n\n
\ud83d\udca1 Annie Browne, another Board Member, has been my emotional rock\u2014the person I can be 100% real with, as both a CEO, a women, and a mum.<\/p>\n\n\n\n
\ud83d\udca1 My Senior Management Team\u2014Keiran, Rachel, and Tom\u2014each bring a unique perspective that helps shape the company. Very rarely would I make a decision that my SMT disagrees with after a constructive conversation.
Rachel\u2019s creative leadership has ensured that ICE\u2019s energy and identity remain strong through change, while Tom\u2019s commercial strategy has been vital in securing our financial future. They, alongside Keiran and I, have helped transform ICE into a business that is both resilient and deeply connected to its community.<\/p>\n\n\n\n
But I don\u2019t stop at just the SMT.<\/p>\n\n\n\n
\ud83d\udccc Keiran and I spend time with every team member, one-on-one, every quarter. We do this to ensure that their opinions are fresh in our minds as we shape strategy.<\/p>\n\n\n\n
This kind of leadership\u2014where listening and collaboration are fundamental\u2014is exactly what research tells us **makes women strong leaders.**\u00b3<\/p>\n\n\n\n
A Challenge to Other Businesses: It\u2019s Time to Rethink Leadership<\/strong><\/h2>\n\n\n\n
If your leadership team is still overwhelmingly male, or if you haven\u2019t fully embraced the value of diverse leadership, ask yourself:<\/p>\n\n\n\n
\ud83e\udd14 What could your business achieve with more female leaders at the table?<\/strong> <\/strong>\ud83e\udd14 How much stronger would your team be if male leaders actively learned from women?<\/strong> <\/strong>\ud83e\udd14 Are outdated leadership models limiting your company\u2019s potential?<\/strong><\/p>\n\n\n\n
Because businesses that embrace change, inclusivity, and balance aren\u2019t just making workplaces fairer\u2014they\u2019re making them better, stronger, and more successful.<\/p>\n\n\n\n
Welsh ICE is living proof of that. And if more businesses follow suit\u2014truly valuing diverse leadership, rather than just ticking boxes\u2014we won\u2019t have to wait until 2158 for gender equality. We\u2019ll get there in our lifetime. But we need to start today!<\/p>\n\n\n\n
olving business world.<\/p>\n\n\n\n
References<\/strong><\/h2>\n\n\n\n
\u00b9 Eagly, A. H., Johannesen-Schmidt, M. C., & Van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men.<\/em> Psychological Bulletin, 129<\/strong>(4), 569\u2013591.<\/p>\n\n\n\n
\u00b2 Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership.<\/em> Sage Publications.<\/p>\n\n\n\n
\u00b3 Ely, R. J., Ibarra, H., & Kolb, D. M. (2011). Taking gender into account: Theory and design for women\u2019s leadership development programs.<\/em> Academy of Management Learning & Education, 10<\/strong>(3), 474\u2013493.<\/p>\n\n\n\n
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