Another crucial dimension is agency. Many women in family businesses still face a “legitimacy gap”, where they have to establish their authority repeatedly. Women who see themselves as decision-makers are better able to claim and exercise leadership. Combining agency with responsibility can enable women to move from being present to being influential.
Some family businesses are recognising this. Still, it would be unrealistic to suggest that the transition is complete. Access remains uneven, particularly outside large, urban families. Social expectations around marriage and caregiving continue to interrupt careers. And the pipeline of women ready for top roles remains limited not because of a lack of ability, but because of years of constrained opportunity.
To bring about meaningful change, intentionality has to be present—embedded in governance structures. Transparent criteria for entry, role clarity and performance evaluation can reduce ambiguity and bias. It also requires starting discussions about ownership, succession and leadership with daughters and daughters-in-law from the outset. Families must also create real opportunities for women to lead, decide, take risks and be accountable. Without this, inclusion remains superficial. And finally, they must make role models visible. Celebrating women leaders within the family can shift attitudes far more effectively than a formal policy.
The rise of women in India’s family businesses is not just about breaking barriers. It is about rethinking long-held assumptions about how leadership is defined and what legitimacy looks like. Regulation can open the door. But it is mindset that determines who walks through it and who gets to stay.
Tulsi Jayakumar
Professor, economics & policy, and Executive Director, Centre for Family Business & Entrepreneurship, Bhavan’s SPJIMR
(Views are personal)