Organizational leaders have to balance competing values. What kind of worthy values and interests might ‘compete’ with those called for by Feminist Leadership (FL) and how should leaders resolve those?
What to do when we need to hold individual staff or teams to account for underperformance, given FL’s emphasis on being developmental, its focus on staff care, etc.?
When do leaders decide that they cannot consult everybody but need to make certain decisions within a small circle? Is this in conflict with the feminist leadership principles?
I discussed these topics during an interview with Lisa Veneklaassen, Founder & Advisor, Just Associates (JASS)
Lisa's Bio
Quotes
"Feminist leadership poses that we come to work as whole persons, as political beings, shaped by race, gender, sexuality, ability and class"
"Feminist leadership is ideally suited for crisis situations such as currently with the pandemic given its focus on communications, transparency, the sharing of anxieties instead of 'let's all be soldiers'"
We discussed:
Lisa’s book 'A New Weave of Power, People and Politics' is available at several online booksellers, including this one.
Contact Lisa at lvk@justassociates.org
Twitter: @LisaVeneKlasen
Lisa’s LinkedIn profile
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