Fostering Women's Political Leadership Through Government Accountability: Evidence From OECD Countries

dc.contributor.authorNazar, Samiraen
dc.contributor.authorZarghami, Seyed Ashkanen
dc.date.accessioned2026-02-07T11:41:46Z
dc.date.available2026-02-07T11:41:46Z
dc.date.issued2026-01-31en
dc.description.abstractWomen remain significantly underrepresented in political leadership worldwide. This study examines how different combinations of government accountability mechanisms enhance women's political representation (WPR) as a pathway to leadership in 30 OECD countries. Grounded in configuration theory, the research identifies three distinct pathways through which countries successfully advance WPR. The findings reveal that four accountability mechanisms—high-quality elections, media freedom and pluralism, civil society strength, and independent supervisory bodies—are necessary conditions for WPR advancement while other mechanisms play complementary or substitutionary roles. The study contributes theoretically by integrating configuration theory with network governance theory to demonstrate how formal and informal accountability structures coevolve within governance ecosystems. Drawing on these insights, four policy propositions are formulated targeting necessary accountability mechanisms, providing guidance for policymakers to enhance WPR. This research advances understanding of the interconnected nature of governance mechanisms and offers empirically grounded pathways for enhancing women's political participation and leadership representation.en
dc.description.statusPeer-revieweden
dc.format.extent17en
dc.identifier.issn0271-2075en
dc.identifier.urihttps://hdl.handle.net/1885/733805328
dc.language.isoenen
dc.sourcePublic Administration and Developmenten
dc.titleFostering Women's Political Leadership Through Government Accountability: Evidence From OECD Countriesen
dc.typeJournal articleen
dspace.entity.typePublicationen
local.contributor.affiliationNazar, Samira; Research School of Management, ANU College of Business & Economics, The Australian National Universityen
local.contributor.affiliationZarghami, Seyed Ashkan; Research School of Management, ANU College of Business & Economics, The Australian National Universityen
local.identifier.doi10.1002/pad.70053Digitalen
local.identifier.pure37498d99-00ff-4b9a-81e3-73b5b4c56020en
local.type.statusE-pub ahead of printen

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