Scholars of leadership have infrequently addressed the diversity of leaders and followers in terms of culture, gender, race and ethnicity, or sexual orientation. This omission has weakened the ability of research and theory to address some of the most provocative aspects of contemporary leadership, including (a) the limited access of individuals from diverse identity groups to leadership roles; (b) the shaping of leaders' behavior by their dual identities as leaders and members of gender, racial, ethnic, or other identity groups; and (c) the potential of individuals from groups formerly excluded from leadership roles to provide excellent leadership because of their differences from traditional leaders. In addressing such issues, we argue that the joining of the two bodies of theory and research--one pertaining to leadership and the other to diversity--enriches both domains of knowledge and provides guidelines for optimizing leadership in contemporary organizations and nations.
Theories of leadership have neglected diversity issues. As the population within the United States and in countries throughout the world becomes increasingly diverse, the contexts in which leadership occurs within institutions and communities will also become increasingly diverse. Attention to diversity is not simply about representation of leaders from diverse groups in the ranks of leadership. Attention to diversity means paradigm shifts in our theories of leadership so as to make them inclusive; it means incorporating explanations of how dimensions of diversity shape our understanding of leadership. It means paying attention to the perceptions and expectations of diverse leaders by diverse followers and to how bias influences the exercise of leadership. Although leadership theories have evolved and reflect changing social contexts, they remain silent on issues of equity, diversity, and social justice. Theories of leadership need to be expanded to incorporate diversity if they are to be relevant for the 21st century amidst new social contexts, emerging global concerns, and changing population demographics.
As revealed in discussion at the 2009 Presidential Summit on the Future of Psychology Practice, professional psychology training today is involved in a series of choices for its future. This paper outlines some of those major dilemmas and while acknowledging the difficulties inherent in resolving some of these issues, proposes areas of common ground and a series of next steps, which emphasize the importance of research and assessment as identifying marks of the professional psychologist, the requirements for accountability and standards in training, the need to develop behavioral medicine and neuropsychology as the field increases its partnership with health care, the importance of collaboration with school psychologists and international psychologists, the need to emphasize public sector service, and the imperative to develop these goals in a thoughtful way with new technology.
Although the theories and models on feminism and leadership exist, there has been little study of the intersection of the two. The literature on feminist leadership is scant. Few have defined it and fewer still have researched it. Thus, Feminist Leadership was chosen for my presidential initiative. This initiative kicked off a dialogue about feminist leadership that is summarized in this article. The article is based on my presidential address presented at the 2003 Annual Convention of the American Psychological Association in concluding my year as President of Division 35, the Society for the Psychology of Women. It identifies some challenges faced by women in leadership positions and by feminist leaders. It identifies the major issues that emerged during a web‐based dialogue about feminist leadership. It discusses the intersection between theories of leadership and feminism. It ends with the lessons learned and implications for the future of feminist leadership.
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