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History does not progress linearly, opening space to question discourses and power dynamics in the hierarchy between men and women simultaneously. Therefore, this paper adopts a gender approach with a specific focus on the Leadership Labyrinth coined by Eagly and Carli to dissect the challenges of women’s participation and leadership in the public sphere. The historical background is traced from the 2nd century to the 21st century, divided into phases based on significant events, with attention to leadership, participation, and influence of women. Here, a pertinent question arises: how do women, facing diverse challenges, not only become subjects of development but also choose diverse platforms and discourses to demonstrate that their parity is not singular? Women are found to exhibit their leadership abilities as early rulers, gradually constricted to supporters of movements and homemakers. Subsequently, women successfully lead organizations, advocating for equal treatment, and their voices are included in decision-making at decision making levels. By employing the approach and a research methodology aligned with the study’s objectives, this paper aims to demonstrate that often-overlooked dimensions and perceived obstacles to women’s progress can be supportive factors in enhancing their leadership positions in society. Women are seen strategizing through non-violent means and utilizing domestic spaces, in addition to public spaces. In essence, women strategically organize using capacities and spaces under their control to advocate for their rights and beliefs. The variations resulting from the applied approach showcase the richness of this historical domain in offering an alternative framework for examining women’s leadership. [ABSTRACT FROM AUTHOR]

The conflict between the Free Aceh Movement (GAM) and the Indonesian government since 1976 ended with the MoU Helsinki peace agreement in 2005. This peace agreement gave the Acehnese hope to experience comprehensive peace. However, peace is not fully realized. The peace agreement led to the transformation of a new conflict that affected the people of Aceh. This study aims to map the six recent disputes that emerged after the MoU Helsinki 2005 and analyze the existence of transactional politics in the six new conflicts in Aceh. This study shows two things using a qualitative approach and transactional political theory. First, after the MoU Helsinki 2005, Aceh experienced six new conflicts, namely: the transformation of GAM into a local political party; conflict and violence in elections; transitional justice conflict; the emergence of armed criminal groups (ACG); Sharia law conflict, and the emergence of Aceh Sumatra National Liberation Front (ASNLF) as a counter-peace movement. Second, the emergence of these six new conflicts cannot be separated from the existence of transactional politics. Aceh's political elite always prioritizes transactions, patron-client relationships, and government power. The transformation of the conflict in Aceh caused the people of Aceh to continue to live in poverty and unsafe conditions. [ABSTRACT FROM AUTHOR]

The phenomenon of super-diversity in Malaysia is inevitable, and one of the causes other than the influx of migrants is refugees. Managing refugees in Malaysia indicates the loopholes in a collection of literature and practices. This article is a research note addressing the contemporary findings on challenges in managing refugees. Also, it discusses the timeline of migration in this country, which occurred in three contexts of before, during and post-colonial periods. Although Malaysia is not a signatory to the Refugee Convention of 1951, it still hosts more than a hundred thousand refugees of various origins. Thus, the challenges demand the state to deliberately manage arising issues on security, logistical accommodation, legal aid, and health provision. Following these new challenges and current demands, the government must move forward with effective and efficient ways of learning the best practices from the developed nations to manage refugees with a paradigm shift of accepting super-diversity and refugees as a reality rather than as issues. Institutional change is necessary to review the "paper citizens" mindset into pragmatic management on new possible markets and talents for human capital and development. [ABSTRACT FROM AUTHOR]