Leadership Intersectionality: Navigating the Complexities of Overlapping Identities

An intersection within a city as a symbol of the crossroads (challenges) that can occur with intersecting identities in persuit of leadership roles in today's society.

Intersectionality, as it relates to navigating the realm of leadership in today's society, focuses on the characteristics of the overlapping identities. For most of us, we may immediately relate this to concepts surrounding Diversity, Equity, and Inclusion (DEI). As mentioned in our recent VLOG, this disscussion does not focus on DEI, but mentions it as being a relatable topic. Leadership intersectionality, focuses on the complexities brought on by these overlapping identies, which can raise additional challenges for many individuals in persuit of leadership roles. It's important to understand that this is not the only instance where complexities can occur, however it is the sole focus in the context of this blog.

It's extremely important to identify and understand overlapping identities in contemporary leadership roles to discern between mistreatment and misunderstood internal complexities. In recent studies, I've had the opportunity to partake in discussion which focuses on discussing emotional intelligence as it relates to leadership styles. Before we can begin to understand leadership styles, we have to understand the underlying traits and characteristics that impact how individuals show up. More important than understanding how others show up, is understanding how we show up and our ability to influence how they show up as their best self. In our recent VLOG, I mentioned leadership being something "visionaries" do within a certain part of the organization, but described it as also being a characteristic trait that can exist in various others. Let's discuss this a bit more.

Understanding Leadership vs. Management

Leadership focuses on vision, inspiration, and motivating others within the context of an organization, while management emphasizes organization, planning, and efficiency to see the vision through. I like to refer to management as overseeing the daily operations required to see through a mission and/or vision set by a leadership team.

Intersectionality and its Relationship to DEI

In recent news, we've seen DEI (Diversity, Equity, Inclusion) mentioned across various organizations being dismantled. I do not have an opinion on this at this present moment. However, in some instances, I've witnessed its critical role in modern organizations tapping into new talent. In this instance, it is important to not confuse that, with the concept of intersectionality. Intersectionality is a sociological framework, which focuses on how various identities (usually ones that are at play in discrimination) overlap to create unique and complex forms of discrimination among marginalized individuals. When discussing or trying to understand microaggressions, analyzing intersecting identities is extremely important to understand the passive and subtle forms of discrimination that can occur, and create scenarios that a marginalized person is unable to understand. In some instances they may not know its even occuring.

Although the concept of each differs, intersectionality discussions can act as a channel to inform DEI initiatives to ensure alignment with the needs of marginalized employees. This also includes intersecting identities enriching diversity efforts by targeting less visible or common complexities that go unaddressed. To effectively achieve equity, it requires a solid understanding of these unique challenges that individuals with multiple identities face.

Challenges of Intersectionality in Leadership Pursuits

Systemic barriers that individuals with overlapping identities face in leadership can be difficult to identify. These commonly include:

• Stereotypes and biases that affect perception and opportunities.

• Unique struggles faced by women, moms, and other marginalized groups.

• Emotional and psychological degradation due to navigating complexities with multiple identities.

These barriers can often have emotional and psychological negative impacts on the individuals navigating multiple identities.

Overcoming Challenges of Intersectionality

In earlier discussions, we mentioned a common theme of "self-awareness", "self-advocacy", and "self-empowerment", not to create a narrative that everything is about yourself or everything requires you to work out and figure out on your own. It's to enforce the belief that when we ourselves show up with healthy minds, health, and spirits, we can begin to pour with positivity into those around us. I'm a firm believer that if the three are not in alignment and clear, then it leaves room to negatively impact our decision making process.

A few things for individuals pursuing leadership roles while navigating complex intersectionalities:

• Build a strong support network to navigate challenges.

• Seek mentorship and sponsorship to amplify voices and opportunities.

For organizations that are looking for ways to support diverse leaders or staff moving into leadership roles, consider:

• Implementing training on bias and intersectionality within leadership programs, based on data from internal dialogue.

• Consider creating inclusive policies that consider varying identity experiences, that are less common.

• Consider creating safe methods for individuals to report unethical behavior that is not explainable. This includes how to address these instances and protect them moving forward.

Ensuring Non-Contribution to the Problem

Ensuring non-contribution to the problem requires active examination of personal accountability in promoting intersectional leadership. This requires us to:

• Reflect on one’s own biases and privileges.

  • Another benefit might be, "How can I use them to improve things for others".

• Advocating for diverse voices in decision-making processes.

• Openly discuss the importance of company culture in fostering equity.

• Encourage open conversations about identity and leadership by not easily taking offense to differing opinions.

For many individuals who have had the opportunity to view last weeks discussion, you should consider, and in no specific order or recommendation of which:

• Improving communication skills. This is not about who speaks the best english, but how do I effectively communicate these feelings to the right individuals. Or how do I receive this messaging from marginalized groups, without immediately taking offense or assuming the worst case scenario.

• Be the Change You Want to See. In some instances, it's often suggested to be or do what it is you want to do. I usually recommend to proceed with caution, because if an environment is truly what you think it is, you'll end up doing the "stuff" they need without the change or any benefits to you yourself.

• Encourage the Change You Want to See. There are often times where you yourself identify a marginalized group, and want to encourage the betterment of their situation through the appropriate method. Or get involved with actions that contribute towards their success. In some instances, this may get quicker results. Go for it!

• Create the Change You Want to See. This can sometimes mean starting an organization which tackles a problem you want to solve on a larger scale. It can mean identifying a problem within your current organization and working with the right individuals for resolve. In some instances, it may include creating a platform to give those individuals a voice. Whatever this means to you, identify the problem and work towards how to execute on it. Sometimes, its just a matter of starting.

Utilizing the Wheel of Power

In my recent VLOG, I mentioned the Wheel of Power as a tool for understanding overlapping identities. It acts as a mechanism for the appropriate individuals to collaborate and identify several identities, or characteristics of identities, for which they feel maintain power or are marginalized. Upon going over the final version of this, I realized there were several identities that were missing. However, this diagram highlights a few "common" identities and characteristics, but its important to assess your environment to determine the identities of marginalized groups to address the right challenges that arise. Recognizing these identities through the Wheel can inform inclusive practices, through identifying areas of privilege and underrepresentation. This can increase the chances of successfully implementing strategies that foster empowerment for diverse groups.

Implementing Inclusive and Equitable Practices

Best practices for organizations aiming to support intersectional leadership are unique to the environment and groups of marginalized people. However, establishing mentorship programs focused on underrepresented groups, which encourage diverse perspectives in leadership discussions is a great start. Beginning these conversations with methods such as mentioned below, will ensure a safe environment and reliable data to start with. Consider the following frameworks:

• A Phrase to Guide in the Moment Decision

• The Wheel of Power

• The 6 C's of Inclusive Leadership

• Crucial Conversations for Mastering Dialogue

• A Strength Based Approach to Inclusive Leadership

Continuous learning and adaptation within diversity, equity and inclusion efforts, ensures all individuals within the organization are constantly aware of changing needs and arising challenges.

Conclusion

The significance of understanding intersectionality within leadership cannot be simplified to a single disucssion or post. However, understanding the various methods available to solicit data that truly represents the known and unknown challenges that arise on someone's unique journey will ensure the right problems are addressed, creating not only opportunities for marginalized individuals, but the ability to succeed when the opportunity presents itself.

Equitable environments are not the sole responsible of the marginalized individuals or the organization. There is a collective responsibility that effectively raises awareness through authentic dialogue and programming, achieving common goals. A call to action for leaders reading this, is to embrace and champion for the right inclusive practices, ensuring challenges are not only raised, but addressed in a way that fosters true collaboration and acts as another avenue to reducing silos.