Leading With Vision And Purpose: The Path To Female Leadership In Senior Management of in . Official Website.

Check-in with Jessica Aja

Talking about women’s leadership in 2025 isn’t just a trend—it’s a strategic necessity. We’re living in an era of constant transformation and evolving management models, so incorporating diverse perspectives—particularly those of women—is a competitive advantage that no organization can afford to ignore.

I’ve experienced firsthand the challenges and opportunities of blazing a trail in an industry as traditional as the hospitality sector. And while progress has been tangible, there are still conversations we must continue to drive forward, especially when it comes to women in senior leadership positions.

Leading from a female perspective—with a long-term vision, human sensitivity, and a focus on results—is today a powerful approach that transforms organizational cultures and generates sustainable impact.

Leading as a woman in traditional environments: tools that actually work
In sectors where decision-making spaces have historically been dominated by male leadership, being a woman means not only holding a position but also redefining how authority is exercised. In my experience, authenticity has been an unwavering tool. I haven’t had to change who I am to achieve results; on the contrary, it has been precisely my voice, my style, and my way of connecting that have generated trust, commitment, and results.

It’s about building. It’s about understanding that women’s leadership doesn’t compete—it complements, enriches, and transforms.

As @Sheryl Sandberg, former COO of Meta, so aptly put it:

 “Leadership isn’t about titles, positions, or money. It’s about impact, influence, and inspiration.”

From “doing” to “strategic thinking”: without losing touch
One of the biggest challenges for those of us moving into executive roles is not to lose touch with the day-to-day pulse of the operation. Shifting from doing to strategic thinking cannot mean disconnecting. That’s why I’ve maintained close communication with the teams, actively listening, valuing their experience, and using their perspectives as valuable input for business decisions.

In that transition, empathy becomes a strategic asset. Understanding what is happening in each area, without losing sight of the big picture, has been fundamental to building an organizational culture where everyone feels part of the direction we are taking.

Impostor Syndrome: How I Faced It and What I Learned
Many women—even those with solid careers—live with that inner voice that questions whether we’re good enough. Impostor syndrome doesn’t disappear completely, but it can be confronted with awareness. I did so by acknowledging it, questioning my own thoughts, and surrounding myself with people who encourage, not hold me back.

Celebrating achievements, no matter how small they may seem, has been part of the process. And above all, accepting that vulnerability does not diminish one’s authority. As Brené Brown, researcher and author, states: “Vulnerability isn’t about winning or losing; it’s about having the courage to show up when you can’t control the outcome.”

Empathetic firmness: female leadership without asking permission
Leading with firmness does not mean ceasing to be empathetic. In my case, that translates into clear decisions, healthy boundaries, and firm convictions, always with respect for people and their contexts. There is no need to imitate traditional styles to be heard. In fact, emotional intelligence, intuition, and the ability to build relationships are strengths that today’s most successful organizations value as key competencies.

At HODELPA, we have built a culture that recognizes this pluralistic leadership, fosters the development of female talent, and understands that diversity is not just rhetoric: it is a strategy of value.

I continue to believe that leading with purpose is one of the most powerful ways to transform realities. That is why I am grateful for this space to share reflections born of experience and also of the conviction that there is still much to build.