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Female Leadership is vital to the transformation of agriculture and food systems. Therefore, it is so important to advance gender-sensitive approaches to increase the presence of women in leadership positions in agricultural production and to make these systems more equitable, sustainable and resilient. A conversation with Carmen Torres Ledezma, expert on sustainable food system for the United Nations Environment Programme (UNEP) and Oluwaseyi Kehinde-Peters, Executive Director of the Pan-African Women Empowerment Network (PAWEN).
To combat hunger and nutrition crises and the urgent challenges posed by climate change, agricultural and food systems must undergo profound transformations and shifts in thinking. Women, who play a crucial role in agricultural production and food security worldwide, are often underrepresented in leadership positions. More and more it is becoming evident that female leadership is not only a matter of justice, but a powerful lever for driving holistic and sustainable change. Why is female leadership so vital to the transformation of agriculture and food systems? And how can gender-transformative approaches help make these systems fairer, more sustainable, and more resilient?
In recent weeks, several events have been held on this very topic. We had the opportunity to engage with two inspiring women who are working at the intersection of gender equality, agriculture, and food security. Through these conversations, we gained valuable insights into their experiences, the challenges they face, and the innovative solutions they are driving in the realm of female leadership.
The Next Gen(d)eration Leadership Collective (NGLC) is an initiative that builds on the experience of women working in food systems and believes that transforming food systems requires transforming leadership. At the beginning of February, a Partnerships Lab was held in Berlin with representatives from the NGLC Strategy Group and new partners to strengthen the network and develop further collaboration. We had the opportunity to speak with Carmen Torres Ledezma, a member of the Strategy Group. Carmen is based in Costa Rica, works for the United Nations Environment Programme (UNEP) and is an expert on sustainable food system.
Why do you think female leadership is crucial for achieving sustainable and equitable agricultural and food systems, and how does NGLC support this vision?
The starting point for our initiative was grounded in the lived experiences of 12 women working in food systems, all facing similar challenges in implementing a different kind of leadership and seeing their efforts and achievements often not fully acknowledged or supported due to structural barriers that limit their growth in leadership roles and style. We believed that, in general terms, despite their immense contributions to food systems, women’s voices, expertise and experiences were not sufficiently valued or enabled in many spaces, preventing them from realizing their full potential and catalyzing the transformation our food systems need.
The vision of the Next Gen(D)eration Leadership Collective (NGLC) is to accelerate progress towards a well-nourished world by transforming food systems leadership, addressing power imbalances, and promoting courageous leadership practices. Through a collective action approach, NGLC aims to unlock the potential for sustainable and equitable food systems by emphasizing leadership grounded in the 8 Courageous Leadership Practices outlined in our Manifesto, namely: (1) Prioritize social purpose, (2) Persist by learning and adapting, (3) Deviate from the norm, (4) Lift others up, (5) Listen with curiosity, (6) Reflect individually and collectively, (7) Connect with others for collective action, and (8) Speak openly and authentically. These practices underscore the need for a way of leadership that encompasses diverse voices.
To effectively drive change and create the sustainable, equitable food systems we need in a world with increasing uncertainties, it's essential to challenge and transform leadership and power structures and the norms that have long been in place. Leadership is not solely about power and control, but about collaboration, empathy, trust, and long-term thinking. We believe that by fostering a leadership culture that encourages and supports diverse voices and collective action, we can begin to overcome the systemic barriers that limit the potential of so many to shape the future of food systems for the benefit of all.
How important are female networks and mentoring for the transformation of agricultural and food systems?
Female networks and mentoring are essential components for driving the transformation of agricultural and food systems. These networks provide a platform where women can share knowledge, provide mutual support, and amplify each other's voices. They foster solidarity, enabling women to address the challenges within the sector more effectively. Mentorship is particularly important as it helps women build the confidence, skills, and connections necessary to apply the courageous leadership practices and take on leadership roles. This, in turn, strengthens their ability to have a meaningful impact on food systems transformation.
Findings from our first evaluation of the forums and peer-mentoring pods (or "pods") highlighted the value of these networks in advancing female leadership in food systems. Participants in these spaces reported improvements in their ability to navigate challenges, develop the leadership qualities required during times of uncertainty, and expand their networks. These forums and pods facilitated relationship-building and strategy-sharing. By creating such environments, NGLC aims to ensure that women are empowered and rewarded to lead the way in transforming food systems toward more sustainable and equitable outcomes.
Furthermore, the collaborative nature of these networks can provide women with the tools to succeed individually and aims to create a collective momentum for systemic change. By facilitating knowledge exchange and fostering a learning-oriented and reflective culture, these initiatives support women in leading innovative, gender-transformative approaches to food systems challenges. In this context, mentoring is not just about personal growth, but about shaping a new generation of leaders who are prepared to work collectively to tackle global food systems challenges with empathy, inclusivity, and long-term vision.
How do you envision the next phase of NGLC's initiative, including the promotion of courageous leadership, supporting collective agency and action to redress power imbalances in food systems?
Our collective and individual thinking and reflection on our early activities, supported by a thorough evaluation of these efforts, have helped us refine our theory of change. This reflective process is integral to the next phase of NGLC’s initiative, which centers on fostering collective agency and action to redress the power imbalances present in our food systems by promoting courageous leadership and inclusive governance.
We have selected five initial partners to collaborate with us in enacting our shared vision. Together, we aim to test and refine activities that we’ve started to co-design in the Partnership Lab in Berlin. This collaborative space will help us further develop practical strategies and activities that incorporate the eight courageous leadership practices outlined in NGLC’s Manifesto.
Listening to our partners throughout this process has been a humbling experience. It is inspiring to see how collective action is an integral part of their work and how they apply these leadership practices to create tangible, positive changes in food systems. The real power lies in amplifying their voices and actions through this collective approach. By connecting and working together as a network and community, we can scale up and align these individual efforts toward the shared goal of redressing power imbalances – key to transforming food systems into more sustainable and equitable ones.
Through these partnerships, we aim to focus NGLC activities on promoting collective action by building upon partners´ experience on how and when they take courageous leadership practices with the goal to redress power imbalances. We also aim to inspire others to take similar steps, creating a ripple effect of lasting change in food systems worldwide.
What message would you like to give to other women who want to take on leadership roles in food systems?
My message to women aspiring to leadership roles is to believe in your power, your expertise, and your voice. The food systems sector needs your ideas, your leadership, and your unique perspective. Pursue mentorship, seek out opportunities to build your skills, work together and learn from other women, and don't be afraid to take risks. Leadership is not just about authority—it's about creating change, fostering relationships, and lifting others as you rise. Be strategic in choosing your battles. If a space does not allow for meaningful change despite your best efforts, it’s okay to step away. Life is short, and your time, energy, and potential are invaluable—invest them where they can have the greatest impact. By embracing your potential and focusing your energy in the right places, and finding allies, you can drive the transformation needed for a more sustainable and just world.
Building on the valuable insights shared by Carmen Torres Ledezma, which highlighted the importance of networks and mentoring within the context of NGLC, our second interviewee, Oluwaseyi Kehinde-Peters, Executive Director of the Pan-African Women Empowerment Network (PAWEN) continues to focus on the contributions of these key elements in fostering female leadership in the agrifood sector. PAWEN is a social enterprise that empowers African women with the Competence, Confidence and Connections to lead and succeed in Business and Careers.
Why do you think female leadership is crucial for the transformation of agricultural and food systems?
Agriculture, at its core, is about nurturing and growth – qualities women often excel, female leadership isn’t just a checkbox for equity—it’s a systems-level rewiring of how agricultural and food systems sector should function. Across Africa, women drive 40-60% of food production but operate within systems designed to sideline them—through limited land rights, restricted access to finance, and policies that treat them as “beneficiaries” rather than architects. This disconnect creates inefficiencies and limits the sector's potential. When women lead, they dismantle these silos and we see more sustainable practices, better resource allocation, and improved community nutrition outcomes. Inclusive and sustainable policies and programs emerge, ensuring food systems not only meet economic goals but also address social and environmental needs.
What role does mentorship play in empowering the next generation of female leaders?
In many African societies, leadership is traditionally male-dominated, and without visible role models, aspiring female leaders often struggle with self-doubt or limited access to decision-making circles. Mentorship bridges this gap—creating a safe space to navigate these complexities while supporting women to build resilience, expand their networks, and accelerate opportunities. Traditional mentorship often emphasizes hierarchy, but empowering women in this era requires fluid, reciprocal exchanges where elders and emerging leaders co-create strategies that honour cultural identity while challenging restrictive norms. The beauty of effective mentorship lies in its ripple effect. I've observed how mentored women naturally become mentors themselves, creating a multiplier effect.
How important are networks and alliances in advancing female leadership in your opinion?
Leadership can be isolating, especially for women pioneers breaking barriers, but strong networks create a support system that nurtures collaboration, amplifies voices, and opens doors that might otherwise remain closed. Networks and alliances are deeply rooted in African traditions and have always been fundamental to advancing female leadership. Historically, women have leveraged cooperative societies, trade unions, and cultural peer groups to support one another, share resources, and amplify their voices. In Nigeria, for instance, market women’s associations and thrift cooperatives have long provided financial independence and collective bargaining power, enabling women to influence economic and social policies. These networks have consistently served as platforms for mentorship, advocacy, and leadership development, proving that collective strength drives individual and societal progress.
What gender-based obstacles have you personally encountered in your career and how did you overcome them?
One of the most persistent gender-based obstacles I have encountered is the exclusion from informal decision-making spaces—the so-called “boys’ club.” In many male-dominated sectors I’ve worked in, I’ve noticed that key discussions often happen outside formal meetings, whether over casual gatherings, golf games, or private chats. By the time decisions reach the official table, much has already been agreed upon, leaving women at a disadvantage.
In a patriarchal society like ours, where many men are resistant to female leadership, I had to be intentional about navigating these dynamics. I tackled this challenge by building strategic alliances—leveraging both male and female allies who could provide insights into these informal spaces. I also made it a priority to establish my credibility early on, ensuring that my expertise and contributions were too valuable to be sidelined. Rather than trying to gain access to spaces not designed for me, I focused on creating new ones—championing leadership platforms where women’s voices shape the conversation from the start.
Ultimately, overcoming these barriers required a combination of strategic positioning, persistence, and a deep commitment to changing the narrative—not just for myself, but for the many women coming after me.
What advice would you like to give to aspiring female leaders?
To aspiring female leaders, my advice is simple but profound: Own your expertise, embrace strategic visibility, and redefine leadership on your own terms. Leadership, especially as a woman in a patriarchal society, is rarely handed to you—you must claim it with confidence and clarity. Be intentional about building competence, because expertise is your strongest currency in any room. Understand the power of strategic alliances—no one leads in isolation, and the right networks will amplify your impact. At the same time, stay human. Leadership isn’t just about power; it’s about purpose. Create opportunities for others, especially women, because every barrier you break should make the path smoother for the next generation. Speak up, take up space, and when doors won’t open—build new ones. Most importantly, never internalize limitations imposed by others. Society may question your place at the table, but your work, your voice, and your vision will make your presence undeniable.
We couldn’t have found better closing words:
Create your own spaces, join forces, build networks, and empower each other – become female leaders on your own terms.
We extend our heartfelt thanks to Carmen Torres Ledezma and Oluwaseyi Kehinde-Peters for their time, valuable insights, and inspiring words.