Family enterprises thrive on a unique blend of legacy, continuity, and personal commitment, where leadership is deeply influenced by family dynamics and relational responsibility. Yet, the real-life experiences of women leading within these systems have remained largely undocumented.
The Women in Power: Lived Realities of Leadership in Family Enterprises report attempts to change that. Born from in-depth conversations and a global survey of 106 women, this study moves beyond traditional narratives of succession and governance to explore the unspoken challenges women face – from informal entry and role ambiguity to prolonged proving periods and delayed authority.
The findings reveal a powerful truth: women’s capability and commitment are rarely in question, but the clarity of their mandates, the transfer of authority, and the readiness of the systems they enter often are.
"I was competent. I was prepared. But I still felt like I had to earn a right that others were given automatically."
Anonymous Respondent from the Women in Power Survey
5 Continents.
106 Women.
Infinite Realities.
This research draws from women active across Europe, North America, the Middle East, Asia, Latin America, and Africa. Their backgrounds are diverse, ranging from second-generation daughters entering thriving enterprises and third- or fourth-generation stewards to women stepping into leadership after unexpected loss or in-laws assuming responsibility through marriage. The group also includes beneficiaries of family trusts, young leaders who are shaping newly professionalising offices, and senior women tasked with reshaping governance systems.
There is no single archetype.
What connects them is what their experiences reveal about how authority is structured, recognised – and sometimes withheld.
This report is not about proving a point. It's about understanding the real, often unspoken challenges women face –and how family enterprises can better prepare to support leadership transitions with clarity, structure, and intention.
66%
No Clear Role Definition
of women entered their roles without a clear definition of their responsibilities.
55%
Lacked Decision-Making Power
lacked decision-making power when they first joined.
61%
Had to Prove Themselves
felt they had to prove themselves significantly or extremely.
Hear from the Authors
Listen to the authors Marina Vaughan Spitzy and Ramia Marielle El Agamy discuss the report's findings and implications in this podcast episode by Women in Family Business.
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Ramia M. El Agamy
Co-Founder, Women in Family Business
Ramia is a second-generation family enterprise member and co-founder and podcast host of Women in Family Business, a platform dedicated to amplifying women's thought leadership in family enterprises and collecting their unique stories.
Marina draws on her experience in a fifth-generation family enterprise to support families navigating wealth, responsibility, and transition. She is the founder of Tecolote Advisory and Managing Partner at Corecam Private Office – helping families find clarity, purpose, and confidence in their decisions.
Family business leaders, next-generation members, advisors, and anyone committed to fostering sustainable, inclusive leadership transitions will find value in these pages.
Family Enterprise Leaders
Gain insight into the systemic gaps that may be holding your enterprise back from its full leadership potential.
Next-Generation Members
Understand the pathways, challenges, and strategies of women who have navigated the journey before you.
Advisors & Consultants
Access data-driven insights and practical recommendations to better support your family enterprise clients.