Systemic Leadership Failures: Unpacking the Patterns of Homogenous Leadership Selection
Original framing: “Why organisations pick the wrong leaders” — The Conversation - Global
The original framing omits the historical and cultural context of leadership selection, including the ways in which colonialism and patriarchy have shaped organisational leadership structures. It also neglects the importance of indigenous knowledge and perspectives on leadership, which often prioritize collective and relational approaches over individualistic and hierarchical ones. Furthermore, the narrative fails to consider the structural causes of leadership failures, such as the prioritisation of profit over people and the lack of accountability in organisational decision-making.
Low structural omission detected in mainstream coverage.
The narrative was produced by The Conversation, a global academic publication, for an audience interested in organisational leadership and management. The framing serves to highlight the importance of effective leadership in organisations, while obscuring the broader structural and systemic factors that contribute to leadership failures. This framing may be seen as serving the interests of organisational leaders and managers who seek to improve their leadership skills, rather than challenging the underlying power dynamics that perpetuate homogenous leadership selection.
The history of leadership selection in organisations is marked by the perpetuation of colonial and patriarchal power structures, which have shaped the dominant leadership models and approaches. Understanding this historical context is essential for challenging the systemic factors that contribute to leadership failures.
The homogenous leadership selection process in organisations is a systemic issue that requires a multifaceted approach to address.