The silhouette of the Indian woman in uniform—whether in the Police, CISF, or Paramilitary—has become a powerful symbol of national progress. Over the last few decades, we have moved past the question of if women belong in these high-stakes roles to a more nuanced reality of how they thrive within them. However, as we prepare for the 2026 Mpowering Minds Women Mental Health Summit, we must confront a critical psychological gap: our systems have integrated women into the ranks, but they haven't yet fully integrated the unique mental health "scaffolding" required to sustain them.
Progress and the hidden "Double-Duty"
The progress is undeniable. From combat roles in the CRPF to leadership in the IPS, women are no longer outliers; they are essential assets. Yet, from a psychological perspective, these pioneers often navigate a "double-duty" cycle. They must meet the rigorous physical and tactical demands of the force while simultaneously managing the cognitive load of a professional environment that, historically, did not account for their specific stressors.
Research in organisational psychology highlights that women in these sectors often deal with "identity tax"—the extra effort required to prove competence in a male-dominated hierarchy. This isn't a sign of individual weakness; it is a systemic job demand that, if unaddressed, leads to chronic operational fatigue.
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Bridging the systemic gaps
While the spirit of valour is gender-neutral, the path to maintaining it is not. To strengthen the mind of the woman in uniform, we must identify and close the gaps in our current support structures:
*The Resource Imbalance: Using the Job Demands–Resources (JD–R) model, we see that burnout occurs when demands (high-risk deployments, lack of separate facilities, work-life conflict) outweigh resources (peer support, psychological safety, and autonomy).
*Intersection of Home and Post: For many women in the forces, the "second shift" of domestic responsibility remains a primary stressor. The mental toll of long-distance deployments away from children is a systemic challenge that requires structural empathy, not just personal resilience.
Solutions for a Stronger Mind
Strengthening the mental health of our forces requires a shift from reactive crisis management to proactive 'acceptance' of gendered needs, followed by targeted 'action' and persistent 'advocacy' for structural change.
1. Peer-Led Mentalising Systems: We must move beyond formal therapy to "mentalizing" environments—small-group peer support within battalions where women can discuss the specificities of their roles without fear of judgment. This builds collective resilience.
2. Health-Promoting Leadership: Training for senior officers should emphasize "Transformational Leadership." When a commander recognizes the impact of a "near-home" posting or provides dignified infrastructure, they are directly reducing the cortisol levels of their troops, thereby increasing operational efficiency.
3. Normalising the "Tactical Pause": Much like a physical injury, psychological strain should be treated as a tactical hurdle. Integrating mandatory mental health "check-ins" as part of the annual appraisal system removes the stigma and frames mental wellness as a component of "Combat Readiness."
The Future of valour
The goal is not to "soften" the force, but to fortify it. By acknowledging the progress made and seamlessly integrating these psychological safeguards into the system, we ensure that our women in uniform aren't just enduring their roles—they are excelling in them. True strength is found when the system is as resilient as the individual, providing a foundation where valour can flourish without the cost of a leader's mental peace.
This conversation forms part of the broader dialogue at the upcoming Mpowering Minds 2026 Women’s Mental Health Summit panel discussion, Challenges Impacting Women’s Mental Health, where experts will further examine issues impacting women in high-intensity professions, including systemic stressors, identity burden, structural gaps in support, and the need for gender-responsive mental health frameworks, while identifying solutions that strengthen resilience, institutional readiness, and long-term psychological well-being.
The author is a Sr. Psychologist, Director - Govt Engagement & Partnerships, Mpower.
The opinions expressed in this article are those of the author and do not purport to reflect the opinions or views of THE WEEK.