Dr. Shaheena Janjuha-Jivraj - Associate Professor of Entrepreneurial Leadership and Diversity - HEC Paris, Doha
Doha, Qatar - January 27, 2025: HEC Paris offers innovative Executive Women Leaders Custom Programs for companies in Qatar and the region, designed to prepare women for senior leadership positions across various industries. These programs equip participants with the skills, confidence, and networks essential for excelling in executive roles. To date, HEC Paris has delivered four programs locally and several others regionally, including for the Kuwait Institute of Banking Studies, the Ministry of Communications and Information Technology of Saudi Arabia, and soon, Tamkeen – Bahrain’s Labor Fund. Nearly 200 women have benefitted from these programs, gaining valuable leadership skills and experience.
These programs are led by Dr. Shaheena Janjuha-Jivraj who brings over 20 years of experience working with global organizations, along with deep expertise in women’s leadership research. Dr. Shaheena is the author of several books, including her latest, ‘Take The Lead: How Women Leaders are Driving Success through Innovation,’ which she co-authored with colleagues from HEC Paris. The book challenges traditional leadership norms and highlights how women are redefining leadership today.
Could you share some key initiatives or activities that make your custom programs for women in leadership impactful and unique?
The programs are rooted in both my own and global research and are designed to uncover opportunities for women to thrive and overcome barriers. By contextualizing this data and building on our extensive experience of delivering these programs in Qatar and the region, we ensure they are tailored to address how women navigate work and career progression locally. This strong research foundation is paired with practical tools and learning that participants can apply immediately in their roles.
A core element of the programs is creating a framework that enables women to identify the key levers for advancing their careers while aligning with the needs of their organizations. These programs are not just about leadership development; they are about equipping women to become better problem-solvers, leveraging their strengths for themselves and their teams. For example, innovation sessions focus on strengthening creative thinking, which participants can apply both personally and to inspire and uplift their teams. This unique approach blends essential leadership skills with elements critical to women’s career progression.
A strengthened pipeline of women leaders also brings immense value to organizations. Diversity—particularly cognitive diversity and differing perspectives—underpins the quality of innovation and drives better business performance and solutions, especially in complex environments. By fostering leadership diversity, we enable organizations to build resilience and achieve sustainable growth.
Another impactful aspect of the programs is encouraging women to take responsibility for their careers rather than waiting for promotions or opportunities to come to them. Participants work on identifying career paths, mapping the resources they need, and understanding how to move upward, transition across departments, or create the impact they envision. Peer support and mentorship also play a significant role, with a focus on championing—offering a nuanced approach to sponsorship.
Finally, the success of these programs depends on the active involvement of company leaders. We work closely with C-suite executives to identify stretch opportunities for women, which not only supports career progression but also fosters ongoing conversations about organizational investment in leadership diversity.
Which economic sectors or industries stand to gain the most from supporting women through these custom programs?
Any sector lacking gender balance in leadership or across its pipeline stands to gain significantly from supporting women through these custom programs – a challenge most industries are still addressing. The financial industry, for instance, still shows noticeable gaps in women’s leadership roles, making it a key area for transformation.
The broader takeaway is that diversity of thought and experience leads to better outcomes for organizations and industries alike. It shapes how challenges are approached and solved, particularly in complex environments where varied perspectives are essential for success.
In Qatar, some sectors are already making strides with strong female leaders driving innovative thinking and reshaping organizational culture. For example, the telecommunications sector has seen impactful female leadership that influences innovation through strategic partnerships and operational strategies, embedding forward-thinking approaches into the organization’s DNA.
Why do we need women’s programs, and what key elements do you prioritize when designing a custom program to address the specific needs of women in leadership?
The fundamental question often asked is: why do we need women’s programs? Ideally, we wouldn’t. Leadership programs for men and women would be sufficient, as much of the content overlaps. However, there are nuances that need to be contextualized specifically for women.
Women often encounter challenges that are more difficult to address in mixed groups. Tailored programs provide the necessary space to explore these issues, identify solutions, and emphasize the importance of peer support. These programs move beyond the "one and done" mindset, where a single female leader in a sector is seen as sufficient progress. For meaningful change, at least 30% of leadership roles should be held by minority groups, ensuring diverse perspectives in decision-making.
When designing custom programs for women in leadership, we prioritize both content and connection. The content is tailored to address the specific barriers women face, while the connections foster networks that build social capital. These networks enable women to share experiences, support one another, and navigate challenges—an especially vital resource when they are in the minority within their organizations or industries.
Based on your research, what strategies or practices do you believe are essential for women leaders to refine their skills and advance their careers?
Think Champions are more important than mentors. While mentoring is valuable for problem-solving, champions are crucial for career advancement. Champions are the individuals who spot opportunities and advocate for you when you’re not in the room, driving real progression in your career.
Stretch Roles: Encouraging women to step out of their comfort zones is vital for growth. Societal and educational pressures often emphasize perfection, which limits risk-taking. Taking on stretch roles—where there’s a chance of failure but also the opportunity to succeed—builds self-confidence, resilience, and an inner voice that says, “If I’ve done this, I can do that.” These roles are essential for developing self-efficacy and preparing for bigger challenges.
Supportive Teams: The second critical practice is building a support team. This includes colleagues, both men and women, who value diversity and recognize it as an organizational strength. A supportive team fosters an environment where women can refine their skills and achieve career success.
Diversity of Role Models: Representation matters. A single woman in leadership is not enough and may even discourage others by making success seem unattainable. A diversity of role models allows women to draw inspiration from various paths, creating ‘composite role models’ that reflect different possibilities. As the saying goes, “You cannot be what you cannot see.”
Domestic responsibilities, including childcare, are predominantly managed by women, although men are increasingly sharing these duties. One of the key areas our programs focus on is challenging myths and outdated assumptions. Many stereotypes that impeded women’s career prospects 10 or 20 years ago are no longer relevant, yet they persist in the corporate world.
We also address the issue of imposter syndrome, which has become a significant challenge for women. While it’s essential to talk about it, without practical strategies to combat it, imposter syndrome can become yet another source of self-doubt. Stretch roles are an important focus in our program, providing women with opportunities to step outside their comfort zones and build confidence through experience.
Another challenge lies in the restrictive language used in professional settings. For example, we still ask women about work-life balance but rarely pose the same question to men. In our program, we encourage participants to rethink these familiar terms and approach them from a new perspective.
Historically, women have held leadership roles and have the skills and resources to succeed. However, these qualities often get overshadowed in broader conversations about leadership. Our programs aim to break down these barriers, reminding women of their strengths and helping them pivot their thinking to refine and rediscover their inherent abilities.
In your view, how do Qatar's policies and initiatives contribute to fostering leadership opportunities for women across various sectors?
Over the past three years, I have observed a noticeable increase in Qatar’s commitment to supporting and investing in women’s leadership. The country has made significant investments in education, driving remarkable shifts in human capacity, mindsets, and approaches to leadership.
This progress is particularly evident in women’s leadership. However, there is still an opportunity to encourage more conversations between men and women about the value of diverse perspectives and collaboration. Such dialogues are crucial for fostering innovation, which aligns closely with Qatar’s National Vision across political, economic, and social dimensions.
Qatari women are also taking greater ownership of their education, signaling a broader cultural shift. For instance, in our Executive MBA Emerging Leaders Track, 68% of participants are women – significantly higher than the global EMBA average of 30-40%. This highlights how policy initiatives and individual efforts are working together to drive impactful change. Women in Qatar are actively engaging in education and leadership, a trend we see across all our programs, from degree offerings to custom leadership programs.
The measurable benefits of custom leadership programs for women are evident both for participants and their organizations. One of the most effective ways to demonstrate these benefits is by giving participants the opportunity to apply their learning directly in the workplace. This might involve working on specific projects, stepping into stretch roles, or experimenting with new ways of working. For women, these experiences often push them out of their comfort zones, requiring collaboration and fostering personal growth.
The benefits are significant. While promotions may be harder to track immediately, other measurable outcomes include an increase in self-efficacy—women’s belief in their capabilities, their willingness to embrace stretch roles, and their ability to lead and support others. Strengthened networks are another key benefit, as participants build valuable connections that are backed by both research and personal experiences shared by women in the programs.
For organizations, these programs enhance the leadership pipeline, foster a culture of collaboration and diversity, and create leaders who are more confident and prepared to drive innovation and organizational success.
While these programs are tailored for women, do you see value in involving male participants to foster inclusivity and mutual understanding in leadership?
While these programs are tailored for women, I see tremendous value in involving male participants to foster inclusivity and mutual understanding in leadership. Half of my time is spent on women’s programs, and the other half focuses on diversity, innovation, and the critical link between the two.
I find great value in discussions within mixed groups, as they help everyone understand how to build cultures rooted in trust, collaboration, and innovation. Achieving these outcomes requires engaging the entire workforce, not just one segment. Mutual understanding is essential for creating truly inclusive leadership environments.
Ultimately, the goal is to eliminate the need for separate programs by fostering equity across the board. However, we’re not there yet. According to the World Economic Forum, achieving global gender equity will take another five generations. Until then, programs tailored for women remain a vital step toward bridging the gap.
For more information:
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