on 11-16-2011 1:17 PM, EST - last edited on 11-16-2011 4:41 PM, EST
12-13-2011 7:02 AM, EST
I think it is important to state clearly and concertely the importance of having culutral competence skills as a prerequisite to leadership.They should not be mutually exclusive skill sets.
Our changing demographics and the divide among leaders and stakeholders that reflect visible and less visble forms of diversity sugges that this pipeline of "equipped" leaders must be ready. While I have mixed understandings on the value of a citation or credential for leadership and/or cultural competence, I believe the construction of leadership development for our non-profit sector must be clear on this point. I believe that leadership development today must have a component that reflects the ulitmate purpose to address inequities in our work and society: anti-racism, anti-oppression, cultural sensitivity, culturally responsive practices. There is a reason why the 99% is where it is. And, we can't blame the corporate sector for all of it, our sector needs to acknowledge and own the reproduction of bias and (subtle) discrimination in the support and advancement of truly inclusive, culturally competent leaders and the current culture of leadership.
On a related front, I think we really need to break down "collaborative leadership" in this framework. In my work with organizations, I see it more explicilty as the tension between two ideals: harmony and justice. They can co-exist, but initially (or currently) these ideals sometimes prompt courageous conversations about how we work together. To me, "collaborative leadership" is not only a set of transactional skills. If leaders are to be equipped to face and address tough challenges, this dynamic between "playing nice" and "playing equitably" should be examined. (Personally, this is hard for me in leadership moments, because my preference is for harmony, even when I must be justice-minded.)
There is room to consider these ideas in strategies like defining "collaborative leadership" or clarifying the "core leadership competencies." There is also opportunity in how this sub-group interfaces with other areas as well. Thanks -- it was great to see everyone in November. I look forward to ongoing conversation. DB