WWAD (What Would Amma Do?)

If the world managed more like a mum, it might just be in better shape

• The global leadership model rooted in Sri Lankan wisdom

Across the globe, from Scandinavian boardrooms to South African farms, and especially within the tea-scented homes of Sri Lanka, a quiet yet powerful management model thrives—it’s called motherhood. Often overlooked by formal leadership theories, the way mothers manage life, family, crisis, and growth could be the very model modern organisations need.

While working in one of my previous organisations I was constantly reprimanded for being too “motherly” in my approach to managing my team. However, being a mum myself, I was just doing what I knew best. And it can work for organisations around the world.

It is time we say it plainly: If the world managed more like a mum, it might just be in better shape.

The unsung CEO in every home

In Sri Lankan homes, whether nestled in Colombo’s suburbs or deep in the central highlands, mothers—‘Ammas’—are running operations with limited budgets, diverse teams (read: families), and high-stakes emotional labour.

The Sri Lankan mother does not just cook rice and curry while balancing a baby on one hip. She negotiates with stubborn uncles, comforts anxious teens before their exams, and ensures the monthly salary stretches across school fees, utility bills, and religious donations. That is strategy, not just survival.

And it is not unique to Sri Lanka. From Mexican “mamas” to Nigerian “mamas”, maternal leadership around the world shares core values: resilience, emotional acuity, foresight, and relentless commitment.

Emotional governance over command-and-control

Where traditional corporate structures emphasise control, mothers—especially in Sri Lanka—lead through emotional governance. They intuitively know when a child (or team member) is spiralling, even before a word is spoken. They intervene with care, not punishment.

This high emotional intelligence is increasingly recognised as essential in global management. Leaders like New Zealand’s Jacinda Ardern and Rwanda’s Paula Ingabire mirror this maternal quality—leading with empathy, yet delivering results.

Resourcefulness is the new ROI

Sri Lankan mothers are logistical masterminds. They make one kilo of rice feed 10 mouths. They plan weddings with budgets that would barely cover a Western event’s catering deposit. They manage crises with grace, often without external validation.

In regions with economic instability—be it South Asia, Africa, or Latin America—maternal management is a masterclass in resilience economics. In global corporate terms, this is lean management. In maternal terms, it is simply doing what must be done.

Discipline that builds, not breaks

Mothers, especially in traditional societies like Sri Lanka, strike a balance between compassion and structure. A child who misbehaves is corrected, but not crushed. Expectations are high, but always laced with love.

In workplaces, this translates to creating cultures of accountability without fear. The best leaders—like the best mothers—set boundaries, offer feedback, and build confidence. It is the exact opposite of toxic hierarchy and patriarchal societies.

Thinking generationally, not just quarterly

Sri Lankan Ammas do not make decisions based only on today—they think of the family five years from now. Whether it is planting jackfruit trees in their garden or saving for a daughter’s higher studies, their choices are rooted in sustainability and legacy.

Corporate leaders chasing only quarterly profits could learn from this long view. The planet needs maternal leadership, not just managerial ambition. Climate action, social justice, and employee wellbeing demand vision beyond the next shareholder report.

Local wisdom, global relevance

Sri Lankan mothers are not simply cultural artefacts. They are global role models. Their blend of emotional strength, cultural intelligence, and managerial grit is exactly what cross-cultural leadership requires today.

Imagine if more international firms looked to maternal leadership for team building, crisis handling, and even innovation. After all, who knows more about creative problem solving than a mum trying to explain algebra during a power cut in a monsoon?

The future is female, and familiar

Management does not need to be reinvented—it needs to be remembered. It lives in the daily rhythms of the women who run the world’s most complex operations: homes, communities, and families. Especially in nations like Sri Lanka, where maternal wisdom is both revered and relied upon.

To truly move forward, perhaps global management needs to take a step back—and ask: 

“What would Amma do?”

(The writer is Senior Account Manager at Adfactors 

PR Lanka.)