Building a Better Leadership Network: Gender, Communication, and Inclusion in Public Administration

Building a Better Leadership Network: Gender, Communication, and Inclusion in Public Administration

In today’s evolving public sector landscape, building strong leadership networks is essential for fostering innovation, collaboration, and trust across organizations. But how those networks form — and who gets included in them — can be deeply influenced by gender. Nicole Humphrey, assistant professor at the University of Kansas, offers critical insights into this intersection through her research on organizational behavior and communication in local government.

The Gendered Dynamics of Leadership Networks

In her article, “Can We Talk? An Exploratory Study of Gender and Network Ties in a Local Government Setting,” Humphrey explores how gender shapes who talks to whom in workplace discussions. The study found that women supervisors were more likely to initiate work-related conversations, and women in general were more frequently sought out for those discussions. However, while this may reflect perceptions of women as approachable, it doesn’t always translate to being viewed as authoritative leaders.

Another key takeaway: people often form network ties with others of the same gender — a phenomenon known as gender homophily. While natural, this tendency can reinforce silos and unintentionally exclude women from influential, male-dominated leadership circles.

Rethinking Gender in Leadership Culture

Humphrey’s work goes beyond surface-level observations. In a chapter from the “Handbook on Gender and Public Administration,” she challenges organizations to view gender not as a simple demographic factor, but as a social structure — a set of expectations and norms that shape how people interact, lead, and are led. This perspective urges leaders to examine how subtle, embedded assumptions about gender influence who is seen as “leadership material” and who is trusted with high-value conversations.

From Insights to Action: Building Inclusive Leadership Networks

To build better leadership networks, organizations must do more than invite diverse voices to the table. They must ensure those voices are empowered, heard, and engaged meaningfully in decision-making. Humphrey’s research suggests a few guiding strategies:

• Promote cross-gender mentorship and collaboration to counteract natural gender homophily and broaden leadership ties.
• Create systems for recognizing invisible labor, such as emotional support and informal communication, often disproportionately handled by women.
• Encourage intentional network-building that supports both vertical (hierarchical) and horizontal (peer-based) relationships across all identities.

Leadership Networks for the Future

In the end, building a better leadership network isn’t just about organizational structure, it’s about culture. Humphrey’s work shows that paying attention to how gender shapes interaction and influence is key to creating leadership networks that are not only efficient but equitable.

By challenging traditional norms and designing spaces where all leaders can thrive, public organizations can unlock the full potential of their teams and build networks where leadership isn’t confined to a few, but extended to many.