Who runs the NGOs? Women’s access to leadership in Nepal

• Extending gender leadership research beyond politics, this study examines women’s access to leadership in Nepal’s local NGOs. • NGO leaders preferred female candidates in a conjoint experiment involving 385 NGO representatives. • Qualitative insights reveal persistent gender inequalities rooted in organizational culture and everyday barriers. • We identify three mechanisms that explain the gap between stated preferences and real outcomes. Studies on women’s barriers to win political office have been burgeoning in recent years, but few studies look beyond politics. We extend this scholarship to the voluntary sector by focusing on women’s access to leadership, and potential causes of gender discrimination, in NGOs in Nepal. Based on existing studies on gender and leadership, as well as our fieldwork in Nepal, we expected that leaders from NGOs prefer a male leader. The results from a conjoint experiment, conducted with 385 leaders representing unique local NGOs, reveal—contrary to our hypothesis—that female candidates are significantly more likely to be selected than male candidates. Drawing on survey data and interview material, we argue that the discrepancy between stated preferences and actual practices can be explained by three factors—the illusion of an ideal candidate, organizational culture, and practical hurdles—which ultimately lead to unequal treatment of women. Our study offers an initial inside look at gender inequalities in leadership roles within local NGOs in the Global South, an area where systematic data has been scarce. Additionally, our mixed-methods approach presents a nuanced understanding of the causes and potential support measures to promote greater equality in this crucial social sector.