Radical politics, intersectionality and leadership for diversity in organizations

Pullen, A; Rhodes, C; McEwen, C; Liu, H

Radical politics, intersectionality and leadership for diversity in organizations

Pullen, A Rhodes, C

McEwen, C

Liu, H

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Publication Type:: Journal Article
Citation:: Management Decision, 2019
Issue Date:: 2019-01-01

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Field	Value	Language
dc.contributor.author	Pullen, A	en_US
dc.contributor.author	Rhodes, C https://orcid.org/0000-0002-6571-2872	en_US
dc.contributor.author	McEwen, C https://orcid.org/0000-0002-3121-5114	en_US
dc.contributor.author	Liu, H https://orcid.org/0000-0002-4211-0932	en_US
dc.date.issued	2019-01-01	en_US
dc.identifier.citation	Management Decision, 2019	en_US
dc.identifier.issn	0025-1747	en_US
dc.identifier.uri	http://hdl.handle.net/10453/137925
dc.description.abstract	© 2020, Emerald Publishing Limited. Purpose: The purpose of this paper is to explore leadership for diversity informed by intersectionality and radical politics. Surfacing the political character of intersectionality, the authors suggest that a leadership for diversity imbued with a commitment to political action is essential for the progress towards equality. Design/methodology/approach: Drawing lessons from the grassroots, political organizing of the black and Indigenous activist groups Combahee River Collective and Idle No More, the authors explore how these groups relied on feminist alliances to address social justice issues. Learning from their focus on intersectionality, the authors consider the role of politically engaged leadership in advancing diversity and equality in organizations. Findings: The paper finds that leadership for diversity can be developed by shifting towards a more radical and transversal politics that challenges social and political structures that enable intersectionality or interlocking oppressions. This challenge relies on critical alliances negotiated across multiple intellectual, social and political positions and enacted through flexible solidarity to foster a collective ethical responsibility and social change. These forms of alliance-based praxis are important for advancing leadership for diversity. Originality/value: This paper contributes to studies of leadership and critical diversity studies by articulating an alliance-based praxis for leadership underpinned by intersectionality, radical democracy and transversal politics.	en_US
dc.relation	http://purl.org/au-research/grants/arc/DP180100360
dc.relation.ispartof	Management Decision	en_US
dc.relation.isbasedon	10.1108/MD-02-2019-0287	en_US
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject.classification	Business & Management	en_US
dc.title	Radical politics, intersectionality and leadership for diversity in organizations	en_US
dc.type	Journal Article
utslib.for	1503 Business and Management	en_US
utslib.for	2202 History and Philosophy of Specific Fields	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access	*
pubs.publication-status	Published	en_US

Abstract:

© 2020, Emerald Publishing Limited. Purpose: The purpose of this paper is to explore leadership for diversity informed by intersectionality and radical politics. Surfacing the political character of intersectionality, the authors suggest that a leadership for diversity imbued with a commitment to political action is essential for the progress towards equality. Design/methodology/approach: Drawing lessons from the grassroots, political organizing of the black and Indigenous activist groups Combahee River Collective and Idle No More, the authors explore how these groups relied on feminist alliances to address social justice issues. Learning from their focus on intersectionality, the authors consider the role of politically engaged leadership in advancing diversity and equality in organizations. Findings: The paper finds that leadership for diversity can be developed by shifting towards a more radical and transversal politics that challenges social and political structures that enable intersectionality or interlocking oppressions. This challenge relies on critical alliances negotiated across multiple intellectual, social and political positions and enacted through flexible solidarity to foster a collective ethical responsibility and social change. These forms of alliance-based praxis are important for advancing leadership for diversity. Originality/value: This paper contributes to studies of leadership and critical diversity studies by articulating an alliance-based praxis for leadership underpinned by intersectionality, radical democracy and transversal politics.

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http://hdl.handle.net/10453/137925