Drawing on qualitative interviews with 20 South Asian heritage, Muslim, female leaders, managers, and supervisors in the United Kingdom, we examine the multi-layered issues and challenges they face in pursuit of employment and leadership positions. The paper offers an intersectional perspective taking into account interconnected and overlapping factors (gender, ethnicity, religion, and family status) that affect not only the issues and challenges these women face in the labour market but also the individual agency and strategies they use to overcome any obstacles in the way of their employment and career. The results show that although Muslim women continue to face a myriad of challenges in the workplace, they are also able to tackle some of these issues through their individual strategies and networks, such as personal networks and further education. The study highlights the need for policymakers and employers to consider intersectionality to enable ethnic minority women's inclusion and leadership within and outside the workplace.

Drawing on a qualitative study of second‐generation Pakistani heritage Muslim women in employment in the UK, this article uses and develops an intersectional perspective to explain the interconnected and overlapping factors, such as gender, ethnicity and religion that affect these women at work. It also considers individual strategies and resources these women use to address any obstacles in the way of their employment and careers. The article uses the notions of inequality regimes and intersectionality to explain inequality in the workplace and the complex challenges facing Muslim female employees. The results show that these women continue to face a myriad of challenges in the UK workplace, and that a unilateral focus on gender does not sufficiently explain the work‐related experiences of second‐generation Muslim women in the UK. Therefore, it is important to take into account gender's intersection with ethnicity and religion.

Background: Acute Bacterial Meningitis (ABM) is a serious public health problem demanding early diagnosis, effective treatment, prevention, and control. Approximately 70 percent of meningitis cases occur in children under the age of 5 and in adults over the age of 60.

This paper sheds light on the paradoxical and dynamic nature of gender and leadership in India through a critical review of Indian film 'Mardaani' (meaning: mannish). The review shows that masculine stereotypes of leadership are simultaneously reinforced and shattered in the Indian context, and that despite all the odds, women's role in organisations is characterised of dynamism and change. The paper situates this review in the broader context of gender, employment and leadership in India and offers a critical analysis. The analysis has two implications. Firstly, it indicates that women are equally capable of demonstrating worthy leadership. Secondly, it highlights that being a leader, or 'mannish', in the workplace does not mean that women are not responsible for the domestic and caring duties at home. In fact, female leaders in India continue to do the double-shift by struggling to balance their roles in the workplace and their personal lives.

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