In March 2026, the Women in Social Enterprise Collective launched its report ‘Women and Social Enterprise: Perspectives on Feminine Leadership in Alternative Economic Business Models’ at Glasgow Women’s Library. The event brought together practitioners, researchers and sector leaders to explore how women-led social enterprises are prioritising wellbeing at the centre of their work and reshaping traditional ideas of leadership and economic success.

The session began with informal networking, before a welcome from Jennifer Robertson of Glasgow Social Enterprise Network (GSEN). Aimee Spence introduced the work of the WiSE Collective and the research journey, setting the context for the findings that followed.

The research was presented by Casandra Bryant and Liz Gardiner, outlining how women-led social enterprises are often rooted in community need and shaped by leadership approaches that prioritise relationships, collaboration and lived experience. Rather than focusing on growth or scale, these organisations tend to define success through wellbeing, community resilience and the strength of their networks. At the same time, the research highlighted ongoing challenges, particularly around funding models and policy frameworks that do not fully recognise or support this way of working.

Reflections from Ailsa Clark, Inspiralba and Gael Drummond, Firstport built on these themes, exploring the structural barriers facing the sector and the need for more aligned support systems going forward.

A central part of the event was the opportunity for participants to respond directly to the research. Through interactive feedback boards, attendees shared their aspirations, identified key barriers and reflected on what action they could take in their own work. There was a strong call for wellbeing and care to be recognised as central to economic value, alongside a desire to see more collaborative, inclusive and relationship-based approaches embedded across the sector.

Participants also highlighted persistent challenges, including funding models that prioritise scale over impact, limited recognition of alternative leadership styles and the pressure placed on individuals delivering care-focused work. Alongside this, many committed to taking forward practical actions – from strengthening community connections and sharing learning, to embedding more inclusive leadership practices and creating space for ongoing dialogue.

The feedback gathered closely echoed the report’s findings, reinforcing that these experiences are not isolated but widely shared. It also highlighted a clear appetite for change, with a focus on shifting how success is defined and how organisations are supported.

Overall, the event demonstrated that women-led social enterprises are already modelling a different way of working – one that centres care, collaboration and community wellbeing. The challenge now is ensuring that policy, funding and support structures evolve to recognise and resource these approaches, enabling their impact to grow.