PurposeThe purpose of this paper is to demonstrate how a “just” enterprise can challenge stigma deeply embedded in culture and in the process develop and prevent a whole new generation of women, in this case the daughters and grand‐daughters of sex‐workers, from being stigmatized.Design/methodology/approachDrawing on fieldwork interviews this paper, through appreciative inquiry analyses and most significant change questioning, examines the development of an Indian based enterprise called Freeset, a company employing women leaving sex work, and examines its history and its possible future trajectory. Freeset challenges the stigma of these Indian sex‐workers, including that perpetuated through patriarchy, by offering alternative work which displays respect for their abilities and dreams and up‐skills them to function as leaders in their communities.FindingsWhile stigma erodes social status by discounting and discrediting persons considered outside the norm, it is possible to challenge that process and change the life trajectory of its victims.Research limitations/implicationsHearing and highlighting the voice of the stigmatized is vital in clarifying a holistic view of stigma and its impact on society.Practical implicationsThere are significant insights into how values based enterprises might establish their ethos in cultures that discount those values the enterprise upholds.Originality/valueFew enterprises focused on producing social change outcomes develop sustainable business practices that challenge the economic root causes of stigma. Freeset provides new insights into managing diversity issues in a South Asian context to achieve that goal.

Purpose The purpose of this paper is to illuminate enablers, barriers and vignettes of South Asian women leaders and possible paths to increase the influence and leadership of women in South Asia. Design/methodology/approach Navratna, the nine precious gems of ancient Indian literature are used to frame reflections on South Asian women leaders, and the Global Gender Gap Report of 2015 is used to give context to five barriers and five enablers to women’s leadership in the region. Illustrative vignettes of South Asian women in leadership roles are presented. These vignettes have been selected based on a case study approach of South Asian women leaders. Findings Five enablers that may help empower women towards greater leadership and influence are proposed: involving men in what should change, greater economic participation by women, supportive family, country- and context-specific leadership training, and finally grassroots advocacy, mentoring and role models. Originality/value The paper shines new light on women leaders whose sparking excellence in their specific field illuminate paths for others to follow and thus contributes to promoting research on multifaceted women leaders in South-Asia.