The Strategic Overhaul: Women Pioneering a New Era in Chess Governance

For decades, the narrative surrounding women in chess focused almost exclusively on the chessboard—the achievements of Vera Menchik, Nona Gaprindashvili, and the decades-long fight for titles. While competitive success rightly garnered attention, the administrative and executive levels of the sport remained overwhelmingly homogenous.

Today, the landscape is undergoing a slow, methodical transformation. Governance, once the exclusive domain of male executives, is increasingly being led by women who bring high-level competence and diverse professional backgrounds. While the numbers remain modest—currently, only 13 out of 201 FIDE member federations are headed by women presidents—this shift represents a crucial redefinition of what “power” and “impact” mean in the global chess community.

The Persistent Administrative Gap

The challenges facing women in chess administration mirror those found across global industries. According to recent global reports, women generally hold less than one-quarter of the world’s senior board seats. Chess federations, despite being sporting bodies, operate as complex public institutions, event organizers, and employers. When women assume the presidency of such organizations, they step into roles requiring rigorous management, financial transparency, and strategic vision—not merely symbolic representation.

This reality is far removed from the climate of 1971, when Helen Reddy`s anthem, “I Am Woman,” captured the spirit of the nascent feminist movement, even as pioneering female chess players often faced dismissal from those holding organizational power.

FIDE has recognized this administrative deficit, bolstering initiatives focused on women`s chess development and strategic appointments, such as tasking former Women`s World Champion Zhu Chen with overseeing the Federation`s finances as treasurer. However, true change is rooted in the success and strategies employed by the female presidents themselves.

Case Studies in Competence: Four Paths to the Presidency

The paths these leaders took to the highest administrative posts are varied, demonstrating that high-level performance on the board is not a prerequisite for effective governance off it. Competence, strategy, and administrative discipline are the true queens on this larger board.

1. From World Champion to CEO: The Model of Xie Jun (China)

Xie Jun’s journey exemplifies the notion that superior performance on the competitive stage provides irrefutable credentials for executive roles. The first world champion from outside Europe, Xie Jun did not simply retire into coaching; she strategically pursued a doctorate in psychology, an extremely rare combination in the chess world. Her transition was calculated:

She views executive leadership as the logical next phase in her career. “If you want to change the rules, you have to help write them,” she notes, underscoring that administrative influence is the ultimate leverage point.

Her advice to aspiring female leaders is strictly technical:

• Performance Silences Prejudice: Your best credential is your competence.
• Build Networks: Chess may be played individually, but leadership is a team sport; seek both female allies and male mentors.
• Stay Professional: Chess federations require professionals with administrative knowledge, not just former players.
• Pay It Forward: Once you gain a seat at the table, actively pull others up.

2. The Grassroots Strategist: Bouchra Kadiri (Morocco)

Bouchra Kadiri’s leadership in Morocco is rooted in community and structure. Her election as the first woman president of the Royal Moroccan Chess Federation was the culmination of long-term work aimed at formalizing and expanding the sport at the base level. Under her guidance, the number of registered clubs saw a historic rise, nearly quadrupling.

For executives balancing demanding federation work with professional life (a challenge shared by many modern leaders), Kadiri describes the process as a “strategic art.” She emphasizes strict organization, reliance on a robust team, and crucial family support to maintain equilibrium, proving that administrative rigor is essential for multi-faceted success.

Leadership is not only a position, but a commitment to others, to encourage, support and inspire those around you while staying true to your values.

3. The Advocate of Fairness: Johanna Bjorg Johannsdottir (Iceland)

Johanna Bjorg Johannsdottir’s path highlights the power of early advocacy and organizational involvement. Unlike many presidents, her focus started almost immediately on the governance side of chess. Taught by her father and great-grandfather, she was later inspired by seeing the first female president of the Icelandic federation, proving concrete representation matters.

Working as a psychologist and full-time federation president is a demanding combination, emblematic of the multiple roles women often take on. Her greatest pride lies not in medals, but in “creating spaces where they feel supported and taken seriously.” Her clear, professional directive to young women seeking leadership roles is simple:

“Be brave and trust that your voice matters. Confidence grows through participation.”

4. The Non-Grandmaster Impact: TrisAnn Richards (Saint Lucia)

TrisAnn Richards, President of the Saint Lucia Chess Federation, provides perhaps the most encouraging model for those without elite playing backgrounds. Learning chess in high school and becoming deeply involved later in adulthood, she transitioned from volunteer to president, positioning St. Lucia as one of the most active FIDE members in the Caribbean—a region where cricket and athletics traditionally dominate.

Richards, who also maintains a career in dentistry, proves that professional competence and strategic initiative can overcome traditional barriers. Her key technical message resonates across non-traditional sectors:

“You don’t have to be a Grandmaster to make an impact.”

She advises actively stepping forward, building genuine competence in the system`s workings (from game mechanics to organizational structure), rather than waiting for an invitation.

From Representation to Strategic Power

The stories of these four leaders—Xie Jun’s tactical precision, Kadiri’s structural growth, Johannsdottir’s ethical advocacy, and Richards’ grassroots efficacy—demonstrate that the future of chess governance requires more than just goodwill; it demands rigorous professional administration.

In 1972, the feminist anthem was a challenge to institutional exclusion based on gender. In the current era, with 13 national federations led by highly qualified women, the focus is shifting. The challenge now is to ensure this is not a temporary phase, but a systemic, sustainable shift in global sports management. The strategic decision-makers of the next fifty years are currently writing the rules, and increasingly, they are women.