From Subordinate to Authentic Governance Governance: Analyzing the Role of Familial Capital in Women's Transition to Political Leadership

This article examines the position of women in managerial and political spheres, focusing on their challenges, pathways to access, and leadership characteristics. The objective is to analyze two distinct trajectories: "dependent governance" (attaining power through familial/kinship ties with male politicians) and "authentic governance" (securing positions based on individual merit). The research employs a review methodology, concentrating on empirical evidence and case studies of female leaders_particularly at the international level, due to limitations in domestic studies. Data analysis is conducted using a descriptive-analytical approach, ultimately framing the findings within conceptual and theoretical frameworks to explain factors influencing women’s presence or absence in senior management positions.
Findings indicate that despite relative progress, women still face profound structural and cultural barriers such as the "glass ceiling," stereotypical perceptions, and limited access to informal power networks, often being concentrated in traditional "feminine" domains like education and health. In societies where women's political participation is limited, "derivative governance" and family connections play a pivotal role as an initial social capital and a gateway. Conversely, in societies where women's political presence is institutionalized, the path of "authentic governance" and meritocracy becomes more prominent.
The future of women's governance depends on balancing the utilization of existing opportunities with an emphasis on meritocracy and inherent capabilities. The continued normalization of women's presence in politics and management can pave the way for a transition from derivative to merit-based governance. This shift would lead to more effective and humane governance for the entire society.