Leadership Diversity Through Relational Intersectionality in Australia: Research Report

Rhodes, C; Pullen, A; McEwen, C

Leadership Diversity Through Relational Intersectionality in Australia: Research Report

Rhodes, C Pullen, A McEwen, C

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Publisher:: The University of Technology Sydney
Publication Type:: Other
Citation:: 2023
Issue Date:: 2023-01-09

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Field	Value	Language
dc.contributor.author	Rhodes, C
dc.contributor.author	Pullen, A
dc.contributor.author	McEwen, C https://orcid.org/0000-0002-3121-5114
dc.date.accessioned	2023-01-06T05:12:31Z
dc.date.available	2023-01-06T05:12:31Z
dc.date.issued	2023-01-09
dc.identifier.citation	2023
dc.identifier.isbn	978-0-646-87203-2
dc.identifier.uri	http://hdl.handle.net/10453/164749
dc.description.abstract	Report presenting the findings and recommendations from a four-year research project funded by the Australian Research Council investigating how leadership is practised in the intersection of cultural and gender differences in Australian organisations known for their best practice in diversity and inclusion management and programs. The project surfaced how diversity in organisations is made visible through internal and external means. Internally, diversity is managed through formal strategies and documents, informal activities and dedicated diversity and inclusion positions. Externally, diversity is demonstrated through the display of symbolic and material engagement with diversity and inclusion (e.g., public statements on same-sex marriage, customer-based multicultural programs and community guidelines) and the attainment of awards and certifications. The project also highlighted that despite changes to the workforce composition and diversity in business being promoted, celebrated and championed, many obstacles remain to expanding the diversity of the workforce and its leadership.
dc.language	English
dc.publisher	The University of Technology Sydney
dc.rights	info:eu-repo/semantics/openAccess
dc.title	Leadership Diversity Through Relational Intersectionality in Australia: Research Report
dc.type	Other
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	open_access	*
dc.rights.license	This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. To view a copy of this license, visit https://creativecommons.org/licenses/by-nc/4.0/
dc.date.updated	2023-01-06T05:12:23Z
pubs.confidential	false
pubs.place-of-publication	Sydney
pubs.publication-status	Published online
dc.location	Sydney

Abstract:

Report presenting the findings and recommendations from a four-year research project funded by the Australian Research Council investigating how leadership is practised in the intersection of cultural and gender differences in Australian organisations known for their best practice in diversity and inclusion management and programs. The project surfaced how diversity in organisations is made visible through internal and external means. Internally, diversity is managed through formal strategies and documents, informal activities and dedicated diversity and inclusion positions. Externally, diversity is demonstrated through the display of symbolic and material engagement with diversity and inclusion (e.g., public statements on same-sex marriage, customer-based multicultural programs and community guidelines) and the attainment of awards and certifications. The project also highlighted that despite changes to the workforce composition and diversity in business being promoted, celebrated and championed, many obstacles remain to expanding the diversity of the workforce and its leadership.

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http://hdl.handle.net/10453/164749