Self Motivated Leaders
Are Self Aware
•Recognise their own biases and privileges
•To know when you need boundaries
Manage Themselves
•Recognize your own burden
•take responsibility for self care (& redefine self care)
Develop Themselves
•In a way that is shifts from gender and diversity aware —> transformative
Demonstrate Character
•Recognise the burden of the emotional work of your staff
•Be courageous
Leading an EDI-Informed Self
Ivy Lynn Bourgeault, University of Ottawa & Canadian Health Workforce Network
As described in this chapter, the first L in the LEADS Framework, Leads Self, focuses on developing self-motivated leaders. From an EDI-lens, we build on the four capabilities emphasizing how self-aware leaders must think more critically. This begins by recognizing: 1) we all have unconscious biases , including about what constitutes a leader; 2) we have privileges (or burdens) related to gender, racial, Indigenous, or disability identities as well as social class backgrounds; and 3) an EDI-informed leadership journey includes time and attention towards addressing and unlearning these often taken-for-granted assumptions. Their approach to managing themselves must explicitly recognize their unique sociocultural position, as well as those of others, and that their needs for self-care, for example, may differ. Recognizing and accommodating differences, e.g., diversity management, are key EDI skills but they require emotional labour. Including in their approach to develop themselves must include attention to supporting a shift first to being EDI-aware and ultimately to EDI-transformative. By demonstrating character, EDI-informed leaders would express their integrity by becoming more comfortable with being uncomfortable; that is, being comfortable with diversity and being less complacent about taken-for-granted assumptions about those with which they lead. Developing ally skills across all social dimensions of gender, racialization, Indigeneity, class and ability, is critical in an EDI leader.
Barriers & Bias: The Status of Women in Leadership
There is no shortage of qualified women to fill leadership roles: Women make up almost half of the U.S. labor force. Yet from corporate boardrooms to Congress, from health-care companies to the courts, from non-profit organizations to universities, men are far more likely than women to rise to the highest paying and most prestigious leadership roles.
Overcoming Imposter Syndrome $
… some definitions of imposter syndrome and some useful steps for dealing with it.
AAUW Live Stream: Barriers and Bias
Women have been leaders throughout history, and today the tradition of volunteer female leadership continues to flourish. Yet in terms of paid leadership, women’s elevation to top positions is relatively rare. Why do men still vastly outnumber women in these positions? AAUW’s newest research report, Barriers and Bias: The Status of Women in Leadership, explores this question, drawing from scholarly research and paying special attention to stereotypes and biases. The report provides recommendations for individuals and those in the education, corporate, and political sectors to contribute to an environment in which gender is no longer a barrier to leadership. Moderated by journalist Cokie Roberts, a panel of industry experts discuss AAUW’s newest research and what it means for women.
9 out of 10 people are biased against women: Global Study
Reports on the UN Development Programme 75-country analysis; The study contains data representing 80% of the world's population.
Test Your Implicit Bias
Most people have unconscious biases that have been shaped by the world around us. Uncovering the biases is an important step to eliminating them. This interactive quiz* — created by AAUW, Project Implicit and Harvard University — will help you identify your implicit biases about women in leadership roles.
United Nations Development Program
Gender disparities are a persistent form of inequality in every country. Despite remarkable progress in some areas, no country in the world—rich or poor—has achieved gender equality.
