Leadership roles are still too often occupied by people who strongly value power, status, independence, and order.
Although the current digital transformation and the agile movement propagate and need a different kind of leadership personalities, companies still hire people as leaders who are interested in their own careers.
So, the desire for change is there, but the pressure is also there, and it will take time for recruitment companies, HR managers, and current leaders to move from thinking to acting.
But do they really want to change? Or is it not much more convenient to perpetuate existing models that are always accepted by the majority?
The more time, the lower the chance that the transformation will succeed.
I observe that the leadership biases have become so entrenched that people are still identified as leaders or potential leaders, who like to exert influence, who want to lead others, who love status and privileges, who prefer precise structures & stability and love independence.
In this way, a culture is created that supports hierarchy.
A culture squeezes people into categories and only accepts and allows leaders who have the characteristics described above.
This does not create diversity in leadership, it consolidates role models of the past. These personalities are then also the only accepted "model majority" for leadership.
Today, these personalities are so strongly represented in the top management, that one can speak of homogeneity and poverty. We only let like-minded people in. And this has become a large business. Just think of the many headhunters who have exactly such personalities in their index cards.
The leaders were often more concerned with status and privilege, then with the problems of the people. There are always special privileges for the managers.
"Model Minority" are all other leaders who do not have a career, status or independence, and order/stability as their goal, but who love flexibility/change, cooperation/co-creation, empowerment, and down-to-earthiness.
Although these personalities are also present as leaders, they are usually not seen or overlooked, even though they are successful leaders and deliver results. As they do not have the goal to make further career steps, they are not asked or recruited for higher levels.
Often, however, their employees who fit the bias are encouraged.
My reflection on this: diversion and inclusion are still very underdeveloped in leadership, or entirely not present.
The more leaders come into the organizations that correspond to the "Model Minority," the more such personalities are willing to make themselves available for higher levels of leadership, the more successful they are, the more the current model shakes, the more authority shifts and the more the bias of leadership changes.
Thus the digital transformation, the agile movement, and the consideration of diversity and inclusion get a real chance at leadership levels.
Check Your Privilege
My most enormous privilege was to have had the chance to live out my identity as an independent personality. I was always able to choose the situations, companies, organizations, projects, and people suited me. Even as a young person, I ever made sure that I could live out my identity. Search for spaces that appreciate evolution, growth, diversity, and leave areas that are too small for you. This is how I went through life decisions.
In the end, it was a privilege that I fought my way out of the right to be and remain an independent, different, unique personality.
So I was clearly asked for specific tasks, individual situations, and also roles that fit. There I was in a flow, there was a fit between my intrinsic values and the challenges. This put me in a psychologically safe situation.
For some years now, I have been struggling to bring the human being to the fore, discover his potential, and search for and find situations, companies, tasks, and roles for this person that make this potential blossom.
I am convinced that evolution is only possible through diversity and inclusion.
Professor Nishii (Cornell University) made an excellent diversity statement:
"We embrace and encourage our employees' differences in age, color, disability, ethnicity, family or marital status, gender identity or expression, language, national origin, physical and mental ability, political affiliation, race, religion, sexual orientation, socio-economic status, veteran status, and other characteristics such as personality and personal interests that make our employees unique.“