From participation to power: Rethinking women’s leadership in Nigeria’s nonprofit sector

Women are powering Nigeria’s progress – but not leading it in equal measure.

As Nigeria’s National and State Houses of Assembly get ready to consider the Reserved Seat for Women Bill that would improve women’s representation in government, it is worth asking the question: why do similar gaps exist in critical sectors, in particular, the nonprofit sector?

From education reform to youth empowerment, from faith-based initiatives to economic inclusion, civil society organisations are often the first responders to our deepest inequalities and the most consistent partners in building long-term change. And yet, when we look closely at leadership across the sector, a tension emerges: women power much of the work but do not always hold a commensurate share of power. This is not about playing the victim, it is a story of complexity, constraint, courage and hopefully one of hope.

Women are the operational engine and the quiet backbone of Nigeria’s nonprofit ecosystem. They manage programmes, lead community engagement, design interventions, build coalitions, and sustain relationships with government and funders. In education-focused organisations such as Teach For Nigeria and entrepreneurship-focused institutions like FATE Foundation, women are often at the centre of delivery and impact. However, visibility does not always translate into voice. And contribution does not always translate into authority.

For women in nonprofit leadership in Nigeria, the challenges are layered and there are many barriers that we do not always name. We do ourselves a disservice when we pretend otherwise.

First, consider structural bias. Leadership in Nigeria across sectors still carries deeply embedded expectations about gender. Women are often perceived as “supportive” rather than strategic, “compassionate” rather than decisive. When we are assertive, we are labelled difficult. When we are collaborative, we are seen as weak.

Secondly, there is the funding paradox. The nonprofit sector depends on credibility with donors, boards, and government. Women leaders frequently face a higher threshold of proof. They must be exceptionally competent to be considered merely adequate. Funders may unconsciously gravitate toward male leadership in high-stakes negotiations, particularly in conversations involving large grants or government partnerships.

We also face a double burden. Many Nigerian women leaders navigate the expectations of marriage, motherhood, and extended family responsibilities alongside the intense demands of executive leadership. (I know this all too well).

Finally, there is the pipeline problem. While many women occupy mid-level leadership roles, fewer are intentionally mentored into CEO, board chair, or sector-shaping positions. Without structured sponsorship, progression becomes accidental rather than designed. Despite these barriers, something remarkable is happening. Women are leading anyway.

Across Nigeria, women are founding organisations, leading networks, shaping policy conversations, and redefining what authority looks like. They are demonstrating that leadership does not require the abandonment of empathy.

While we have made great strides, systems must evolve.

Boards must be intentional about representation. Gender diversity should be viewed as a strategic asset, not as tokenism.

Funders must examine bias. not conform to outdated assumptions about who “looks like” a CEO.

Senior leaders must sponsor, not just mentor. Mentorship offers advice. Sponsorship offers access. Women need both.

Women must build coalitions. organisations to strengthen our  collective influence.

Leadership development must start earlier. From youth programmes to entry-level nonprofit roles, we must intentionally equip young women with financial literacy, governance exposure, and executive confidence.

To women working in Nigeria’s nonprofit sector today: You do not need permission to lead. Leadership is not conferred only by title. It is forged through responsibility, courage, integrity, and the willingness to carry outcomes. The sector needs your voice, your moral clarity and ability to hold both vision and vulnerability. There will be rooms where you are underestimated. Persist anyway. There will be trade-offs. Make them consciously, not apologetically. And when you rise, reach back deliberately.

Nigeria stands at an inflection point. Our demographic reality, economic pressures, and governance transitions demand institutions that are ethical, innovative, and resilient. The nonprofit sector cannot afford to waste half its leadership talent. When women lead well, communities thrive because diversity strengthens judgement, deepens empathy, and widens perspective.

The future of Nigeria’s nonprofit sector will not be shaped by whether women can lead. That question has already been answered. The real question is whether our systems will fully recognise, resource, and release the leadership that is already present. Women are not just participating in Nigeria’s nonprofit story. They are writing its next chapter and are doing so with courage and conviction.

.Adeniyi is the CEO of Teach for Nigeria and a Public Voices Fellow Tackling Poverty, a partnership of Acumen and The OpEd Project