Leadership Diversity through Relational Intersectionality in Australia
Researching how to work together in a world beset by difference.
This article was originally published at Aeon and has been republished under Creative Commons. Photo by Niall Carson/PA Images via Getty. Google employees in Dublin, Ireland, join others from around the world in protest over claims of sexual harassment, gender inequality and systemic racism at the tech giant. By Carl Rhodes In November last year, … Continue reading Solidarity is not dead: how workers can force progressive change
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.
Gillette’s campaign exemplifies a new type of corporate political activism where corporations and their chief executives publicly back progressive social and political causes.
There is more to the resurgence of cultural and gender politics in Australia than the playing out democratic differences. There is also the acting out of white male privilege in a democracy fast turning to tyranny.
There is much more work that really needs to be done before gender equality at work becomes ingrained in Australian business values on its own terms.
Do CEOs really add so much to a company that they deserve these gargantuan salaries? Rhodes argues that the level of CEO pay reflects an elitist corporate culture of privilege and entitlement, dominated by middle-aged white men whose singular responsibility for corporate success is hugely overstated at best.
Research investigates he complex intersection of cultural and gender differences and develops a theory on leadership diversity
