We need to stop looking at women to fix the problem. And we need to start looking at the organizational barriers that prevent women wanting to be part of that organization.
Alison Pullen on the need for more feminine leadership styles that diverge from traditional models.
Interview with Alison Pullen for The Lighthouse about research with Sheena J. Vachhani about feminist ethics and women leaders.
By Alison Pullen, Celina McEwen and Carl Rhodes In an article published in Women's Agenda, we discuss the culture of violence against women that is prevalent in the finance sector. To address this normalisation of harassment, we argue that there is a need for tackling leadership inequality but mostly a need to change the traditional … Continue reading Sexual harassment in the finance services sector is a symptom of the crisis at the heart of leadership
This article is republished from The Conversation under a Creative Commons license. By Carl Rhodes Back in July, One Nation leader Pauline Hanson appeared in her then-regular spot on Channel Nine’s Today program. During a discussion about the hard lockdown of Melbourne’s public housing towers Hanson said: A lot of these people are from non-English … Continue reading Why would Australia Post go out of its way to deliver Pauline Hanson’s stubby holders?
By C. McEwen, A. Pullen and C. Rhodes Does unconscious bias training address inequality? Can it make things worse? We address these questions in a short piece for The Sydney Morning Herald's The Lowdown. Based on early results from our research, we found that unconscious bias training is blinding Australian business to the realities of … Continue reading Not all awareness training impacts inequalities equally
Bringing about change in an organization is challenging even for organizations that anticipate the business case benefits of diversity interventions.
Given that all of our case organizations are affected by the lockdown and our main methods are observation and interviews, we have needed to rethink our data collection, and our interactions with organizations and key individuals.
In this blogpost, we suggest that leadership can advance diversity and equality in organisations by incorporating a more radical and transversal politics.
We have been working on a way to bridge intersectionality research and relational leadership research to better register the complex intersections of difference that shape how identities are developed and enacted in organizational settings, with a focus on how leadership practices can create and perpetuate regimes of inequality, discrimination and oppression.