The dream of a truly developed India extends beyond infrastructure and economic growth — it lies in the empowerment of its people. True progress requires inclusivity, equality, and dignity for all. A significant step toward this was the establishment of the Panchayati Raj Institutions (PRIs) with 33-50 per cent of seats reserved for women.
The intent was clear: To ensure the inclusion of marginalised voices in local governance. While these quotas have undoubtedly brought more women into leadership roles, the system has revealed a persistent challenge of proxy leadership. Many elected women sarpanches find themselves overshadowed by male family members, not just due to patriarchal mindsets but because of systemic weaknesses, lack of education and inadequate institutional support.
As India’s first MBA sarpanch, my own journey in rural leadership began in 2010 through a seat reserved for women. My re-election in 2015, in a general seat, was a testament to the power of inclusive and performance-driven governance. But my case is an exception. Across many panchayats, women leaders continue to struggle.
Many elected women panchayat members lack formal education and sufficient knowledge of governance structures. As a result, they are often left isolated, with little institutional support from government-appointed functionaries even within the panchayat. This vacuum creates a space for male relatives or other power brokers to step in, effectively rendering the elected woman leader powerless.
In some cases, men’s involvement is justified as a means of supporting women leaders by offering them guidance in construction projects, supervising work, or even ensuring their safety and protecting their position of power from being misused. While well-intentioned, this too ultimately undermines the spirit of the reservation policy, which was designed to bring women into positions of actual authority, not symbolic representation.
Recognising these issues, the government’s initiative to dissuade proxy leadership is a much needed move. However, its success depends on tackling deeper societal and institutional biases. Change must begin not just within households but also within government structures that oversee PRIs. Gender disempowerment often leaves women leaders voiceless despite holding office. Voters’ trust may erode, leading to a loss of faith in local governance.
I have witnessed first hand how the attitudes of officials can either enable or hinder women leaders. In many training programs I attended, the resource persons displayed a dismissive attitude toward women sarpanches, treating them as uninformed and incapable, using phrases including, “Ye to gaon ki anpad, ganwaar mahilayein hain, inko kuch samajh nahi aana.” (They are illiterate village women who understand nothing) This condescending approach turns capacity building efforts into mere tokenism and a major roadblock to real empowerment.
At the same time, regions where women leaders have thrived have seen proactive support from family members and local officials. I recall our block-level development officer ensuring that male relatives stepped out of meetings so that elected women could speak for themselves. This simple but crucial intervention gave women the confidence to engage in governance.
What is needed is capacity building through high-quality training programmes like the one I recently had the pleasure of being invited to as a resource person. The programme for Jharkhand panchayat leaders showcased how structured learning can empower local representatives. The training included aspects of governance, budgeting, planning, funding, risk and conflict management, communication and digital literacy — including AI tools like ChatGPT. Such programmes must become the norm, not the exception.
The government committee’s nine key recommendations outline a strong framework, but the policy can be made more robust with former sarpanches, including inclusive male sarpanches with higher emotional intelligence, participating in creating such policies.
I strongly advocate a minimum education qualification of 12th grade to ensure that elected leaders can independently handle governance responsibilities effectively and earn respect within the system. The current honorarium for sarpanches is shockingly low in some states. In Rajasthan, for instance, a sarpanch receives only Rs 4,500 per month — barely enough to cover basic expenses. Similarly, other panchayat representatives receive a sitting fee of just Rs 250 per month. If we expect serious participation, we must provide dignified remuneration.
A smartphone should be provided to the woman panchayat leaders for independent access to technology, information and governance resources. Provision of an official transport to be able to travel freely and safely to conduct inspections, with a civil engineer or supervisor appointed as a personal and technical assistant to assist in interactions with officials and in overseeing construction and development projects, is another way of ensuring that reliance on male family members is reduced.
The capacity-building programmes should start immediately after elections and be conducted quarterly for at least two years with hand-holding provisions for the elected women leaders. Government officials must be added in women sarpanches’ WhatsApp groups to provide real-time guidance and prevent misinformation. And the whistleblowing mechanism needs to be well thought out. While the new mandate encourages reporting proxy leadership, a poorly executed system could be misused by political opponents to discredit women leaders, causing unnecessary fear and distraction instead of fostering empowerment.
When women leaders receive the right support, their governance transforms villages. Issues concerning women, children and marginalised groups gain priority, leading to holistic development. The mandate has the potential to be a game-changer, ensuring that those elected truly lead. It is about the very soul of democracy in rural India.
The writer is India’s first MBA sarpanch
The government committee’s nine key recommendations outline a strong framework, but the policy can be made more robust with former sarpanches, including inclusive male sarpanches with higher emotional intelligence, participating in creating such policies. 
Share
