The Catalyst Perspective

Communities across the country welcomed newly elected mayors last month. Women stepped into their seats in meaningful numbers and that progress deserves recognition. Representation enriches policymaking, strengthens community trust, and ensures that local government reflects the people it serves. Women of every background chose to run, serve, and lead during a time when hostility toward public leadership continues to rise.

This moment connects directly to the findings of the Under Pressure project, a national study led by the Mayors Innovation Project (MIP) at the University of Wisconsin–Madison and supported by the Barbara Lee Family Foundation.

I served as a co-researcher on the Under Pressure project with former Minneapolis Mayor Betsy Hodges. Together, we contributed to creating, developing, and deploying the national survey and interview tools, and we co-facilitated the interviews with nearly 50 women mayors across the country.

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The stories and the data aligned.
Women govern effectively.

The environment surrounding women interferes with that effectiveness.

These findings match what I hear consistently in my leadership development practice, Catalyst Coaching & Transformation. Mayors, city/village managers, and municipal directors describe the same exhaustion and barriers documented in the research. It is accurate to say that women often face pressures their male peers rarely encounter because the data confirms this reality.

The interviews revealed experiences no leader should face.

One mayor received a credible threat to kill her daughter.

Another described a man parking outside her home for days after she took a public stand on racial justice, using intimidation as a weapon against her authority.

And during my mayoral term, a man berated me during the public comment portion of a city council meeting - attacking my support of the Hispanic community, blaming me for his inability to become gainfully employed, and no one intervened. Then weeks later, the same resident left a voicemail at my office stating, "you should be thrown out of a third-story window at the courthouse."

Needless to say, the system strains everyone, but it targets women of color with a severity that cannot be ignored.

The numbers confirm this truth.

These behaviors do not reflect capability. These behaviors reflect resistance to women holding executive power.

Even with these pressures, women deliver results and strengthen communities.

When women decide not to run, not to run again, or not to pursue higher office, democracy loses talent and representation. When women feel unsafe or unsupported in executive roles, local government weakens.

The Power Move: Strategy & Perspective

The findings from Under Pressure align directly with the SCALE™ Framework.

S — Strengths-Based Leadership
​Women leverage their skillsets to deliver strong outcomes even while navigating hostile conditions.

C — Confidence & Cognitive Reframing
​Women reframe hostility to remain focused on governing with precision.

A — Aligned Values & Boundary Negotiation
​Weaponized incompetence requires documentation, accountability, and clear expectations.

L — Leadership Longevity
​The survey revealed that 32% of women mayors said they considered not running for office again. This reflects a pipeline crisis that demands structural change.

E — Ecosystem Building
​Women need networks, mentorship, operational support, and safety measures that reinforce leadership rather than isolate it.
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Women remain effective. The system surrounding women requires transformation.

Small decisions create meaningful shifts in leadership stability.

Ally in Action: A Note for Men on This List

Men, your leadership matters.
The data shows that most acts of political harassment toward women mayors originate from men. This is not an accusation.
​This is a responsibility and an invitation to lead.

Here is what you can do:

• Correct harmful narratives when colleagues repeat them.
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• Set expectations for respectful conduct inside your organization.
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• Challenge double standards in meetings and community spaces.
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• Offer public encouragement when women face attacks or unfair criticism.
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• Model consistency, fairness, and accountability for your teams.

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Catalyst Power Retainer™ Opens in December — Four (4) Seats Only

If this issue speaks to your lived experience and the pressures outlined in this research feel familiar, I am opening four (4) seats for the Catalyst Power Retainer™, beginning January 2026. This retainer is for women who lead cities, villages, and departments and want strategic partnership, real-time guidance, and a confidential space to navigate the realities of executive leadership.

You do not have to carry the weight of governing alone.
You deserve a strategist who understands the work because she has lived it.

If you want to step into 2026 with support, structure, and leadership stability, contact me directly or schedule a conversation.

Four (4) openings. December enrollment. January start.

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Want to Learn More About the Research?

If you want more information about the findings, interviews, or survey design, contact me directly. I am available to brief leadership teams or support organizations that want to strengthen their leadership environments.

Final Words

Women enter leadership ready to serve with determination and integrity. The pressures they face extend far beyond policy disagreements. We can confront these patterns and reshape the environment. We can build cultures where women lead with confidence and authority. The future of local democracy depends on the choices we make today.

When we strengthen women in executive leadership, we strengthen communities.

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In partnership and purpose,​ ​ Chasity Wells-Armstrong Founder, Catalyst Coaching & Transformation ​ Former Mayor | Village Manager | City Councilor | Congressional Staffer | Leadership Strategist for Municipal Teams Creator of the SCALE™ Framework for Public Sector Leadership