By Helen D. Johnson, MML Foundation President
The journey toward gender parity in leadership roles remains a challenging and complicated effort. While cultural progress has increased both awareness and opportunities for women across various sectors, stepping into the historic and often male-dominated arena of local government still presents significant hurdles. And the solution is not as simple as just encouraging more women to hold positions of authority.
Stephanie Baron, Professor of Practice at Michigan State University and Vice Chair of the Michigan Municipal League (MML) Foundation Board of Directors, has completed research focused on gender disparity as part of her PhD work. She “women often underestimate their skills and abilities in professional settings, but political ambition and running for office are in a category all their own. Professional women holding law degrees, MBAs, or those who have direct public sector experience still see themselves as inferior to their male counterparts, a self-assessed perspective.”
The gender gap is apparent in local municipal leadership too. Despite comprising over 50% of Michigan’s population, women remain significantly underrepresented in the state’s local government leadership. In 2018, women occupied only around 16% of Michigan’s chief administrative officer (CAO) roles, positions that are central to local governance, policy implementation, and community development. This startling disparity underscores the urgent need for targeted efforts to promote female achievement at the municipal level.
To address this gap, the Michigan Municipal League launched the 16/50 Project with a vision to dramatically shift these numbers by encouraging, supporting, and empowering women to pursue leadership roles within Michigan’s local governments.
In just a few years, the 16/50 Project has become a catalyst for change and has shown promising results. The initiative has seen more than 458 applications to the Women’s Municipal Leadership Program, over six application periods. These applications come from women across Michigan, representing urban centers, rural communities, small towns, and larger cities alike. This number alone highlights that the desire for leadership exists in all corners of the state, regardless of size or location.
We’re proud to say that 135 women have already graduated from the program, many of whom are now serving in influential roles within their communities. The impact is tangible: according to recent data, nearly 22% of Michigan’s local government managers are women. This is a strong increase from the 16% at the project’s launch. While 22% still leaves room for growth, this shift signifies that targeted support, mentorship, and professional development are making a meaningful difference.
I was excited to attend a seminar at the University of Michigan on October 8th entitled Women Leading Local Government, organized by the Michigan Municipal League’s 16/50 Project in partnership with the University of Michigan’s CLOSUP (Center for Local, State, and Urban Policy). Many of the attendees were young men and women. They all had the opportunity to hear firsthand from a panel of exceptional female leaders as well as getting to break into small groups for scenario planning during which they wrestled with a hypothetical issue that was similar to one that community leaders might actually face.
Panel members included Haley Bradley, Assistant City Manager of Sterling Heights; Melissa Marsh, City Manager of Madison Heights; Dana Muscott, City Manager of Bay City; and Mariah Walton, Deputy City Administrator of Ann Arbor. Their stories showcased not only professional success but also the psychological and societal barriers that each of them, as women, faced when considering leadership roles in local government.
Again, I go back to Stephanie Baron’s research because it sheds light on a persistent issue: women often doubt their qualifications, even when they possess extensive experience and credentials. She notes that “literature on gender and political ambition is robust,” highlighting that “from an early age, women are more likely to diminish their qualifications and doubt that they have what it takes to run for office” (Lawless & Fox, 2010). This internalized self-doubt is a significant barrier to entry and persistence in political and administrative careers.
Panelists at the seminar reinforced this point by sharing their own journeys as they answered questions from the audience on self-confidence, resilience, and the importance of mentorship. They all emphasized the vital role of support networks, professional development programs, and community endorsement in helping women move beyond psychological hurdles as well as the persistent pressures of family life and commitments.
The success stories emerging from the 16/50 Project underline a crucial aspect of transforming the gender landscape in local governance: support systems. Programs like the Women’s Municipal Leadership Program provide mentorship, training, and networking opportunities that empower women and enhance their readiness for leadership positions. It’s worth noting that the success of 16/50 caused increased demand from women in elected roles for the same type of support, camaraderie, and cohort experience. The League listened and the sparkling, new Women’s Elected Leadership Intensive (WELI) program was launched. The Intensive is open to 30 local elected officials from League member communities. Primarily virtual, program participants commit to attending all sessions, including the in-person Summit.
By fostering a sense of community among aspiring female leaders, these initiatives help break down stereotypes and encourage women to see themselves as capable and deserving of top roles. This sense of belonging is key for individual and community success.
If we collectively care about our sisters, mothers, cousins, friends and neighbors stepping into positions of community leadership, it’s on the rest of us to support them.