What is the impact of an atypical - ICON
Posted on 16 March 2019 by UCT GSB Press Office
Leadership & Ethics

What is the impact of an atypical leader on diversity beliefs?

An extract from a presentation to the UCT GSB by Mustafa F. Özbilgin, Professor of Organisational Behaviour at Brunel Business School, London.


Mustafa F. Özbilgin, Professor of Organisational Behaviour at Brunel Business School, London, was a recent guest of the UCT GSB as part of the quarterly Allan Gray Speaker Series. This is an extract of his presentation The impact of atypical leaders on diversity beliefs

Q: Firstly, what is an atypical leader?

A: Atypical leaders are those who come from diverse, disenfranchised traditionally underrepresented backgrounds. Innovators from the margins is another definition. They change the very nature of leadership by belonging to an underrepresented group. An example of an atypical leader might be Indra Nooya, the former CEO of PepsiCo. Then you have the prototypical leader, of which Mandela is a notable example. And then you have the typical leader, Trump. The WEF found that 68% of world leaders today are incompetent. If you look at data from Lean-In, 68% of C-Suite members in the USA are white males. We live in hope that the future of leadership will be diverse but not much has changed in the past 15-16 years.

Q: Why are there so many toxic leaders in the world today?

To understand where we get our concept of leadership from, we need to understand what constitutes a traditional leader. They are entitled people, aristocrats, royalty, people who have risen through the ranks of the military. They didn’t come through the scientific route. Through the democratization of education we have created inroads for people to become educated and we’ve trusted them to become leaders.  There are still two competing routes to leadership. Earned privilege and unearned privilege. Just because you come from the right family, you’re the right colour, class, gender, sexual orientation etc means that you can be incompetent but still make it. If you come from a diverse background you can’t, you have to pay your dues and prove your competence.

We have alternative routes to leadership: scientific through education, competence and performance. But in the UK for instance, the aristocracy is far more likely to be represented. If you look at rectors in UK universities, 90% have royal links.

The pool of typical leaders is a really shocking intersection of two categories — gender and ethnicity. This is reduced to 60% when you exclude people based on these. If you add sexual orientation, disability and class, the pool of typical leaders reduces to just 20% and the proportion of atypical leaders becomes more typical.  More than 80% of potential atypical leaders come from atypical backgrounds. We are losing a lot of talent by continuing to seek leaders from the typical band. If there is a war for talent, why are we not seeing more black people? Because the war is recruiting from the 20% pool. Organisations are still holding on to that nostalgia from the past despite changes in education.

Q: If Barack Obama falls into the atypical leader category, isn’t this evidence that we are starting to select our leaders from atypical backgrounds?  

This is interesting because when an atypical leader is selected, this can prove very problematic. After the selection of Obama I was talking to a colleague in the field of social comparison. He says it spells negatively for the future of the USA because it will be considered as having been achieved, which means we can move on. When an atypical leader reaches a significant position, the next person’s chances are dramatically reduced. Why don’t people question the majority? It’s a bit like the notion of women being bad drivers. If one woman drives badly, people reach the conclusion that women can’t drive. There are plenty of men out there driving badly, but nobody seems to conclude that men can’t drive.

Q: So what happens when these beliefs become entrenched? Why do we have atypical leaders today?

A: This is due to social movements such as anti-slavery, feminist, and LGBT, which have brought people from atypical backgrounds into the mainstream. At the institutional level there are some interesting changes that make it possible for atypical leaders to make inroads. There is the drive for meritocracy. Organisations are pushed to employ people that are competent and can perform. A key cost for organisations today is human resources. Interestingly, our trust today is at an all-time low — we don’t trust the police, the judiciary, corporates etc. However our social expectations for justice are at an all-time high.  What kind of categories are protected? Compare for instance, gender equality today with that of our grandparents? Equality has been demanded by social movements. At the status belief level, people are intolerant of inequality. We are now seeing examples of atypical leaders from all walks of life and we get very hopeful about them, thinking that the future will be bright.

In the public discourse, atypical leaders occupy a very interesting world. They almost speak two languages. They come from a culture that is alien to the culture they join. There is no diversity of underperforming people at the top. I always joke that when we have that, then we have equality.

Atypical leaders are at a crossroads, and it’s difficult to navigate between orthodoxy and heterodoxy. If you join the elite, you are blamed by your community. For example black leaders are called oreos and coconuts. If women join the men’s club they are seen as one of the boys. They can be critical but they have to tread a fine line. We humans don’t question our own privileges. There is a tendency to believe that we are self-made. We don’t see the unearned or earned privileges we have. In this road of ‘unquestioning’, there are two routes. You can either reflect or you can join the elite. If you take the orthodox route and join the elite habitus and adopt their behaviours, you can be penalized for behaving like the elite. The other route is heterodoxy. If you are reflexive, you can be called other names by the elite, you become the problem. You’re seen as too radical.

There is also the matter of self-interest. People join the elite and remain silent as it serves them well. If they don’t have strong ties to community and are not afraid to be called names, they can be quiet and serve as a token person. Alternatively they can resist and show some reflexivity and adopt a healthy distance from the elite they joined. They can say this will end with me. I will join the elite and become a leader but I will not behave in the same way as the old elite. 

Q: Is there a difference in how this plays out in organisations that are stable versus those that are in crisis?

A: When Iceland experienced their financial collapse in 2008, the next PM they appointed, Jóhanna Sigurðardóttir, was a lesbian. There’s this hypothesis of the glass cliff. Women are invited to join the leadership ranks when the position has become precarious or risky. If it was a success story, men wouldn’t have left the position. There’s a book by Barbara Reskin, “Job Queues, Gender Queues: Explaining women’s inroads into male occupations (Women in the Political Economy). Men in particular, have been very successful in kicking out women in lucrative senior positions.

But also in very healthy organisations which perform well, ideas of merit and talent can be a barrier to atypical leadership. Who defines merit? To give you an example of a stable environment, judges in the UK are the highest paid officials. To become a senior judge, you need to undergo various psychometric tests and role play at an assessment centre, which costs 50, 000 pounds. There was a female candidate with a glowing CV who was ideally suited to the position, but she had been eliminated. We were invited to do research as there were no female judges from atypical backgrounds and I was interested to know why she was eliminated. Everything is recorded so I watched the video and noted that she was eliminated for approaching the bench because she couldn’t see the defendant. She was signed off for showing favouritism. But her seat was suited for a man with a 6’4 stature. Men define merit not only in process but in space. The way you use it can cause you to be rejected. Another example, the House of Lords didn’t have a female toilet until 1980 so women had to go elsewhere. It was the same for many companies, women were not made to feel welcome. These notions are not neutral. They have varied impacts on different groups, and unsurprisingly atypical people find it more difficult to get their qualifications or degrees recognized as appropriate for the position. If you’re a group of people defining talent in your own terms, it is very difficult for atypical people to be seen by you.

Q: How do you break the reinforcing duality that exists? What is the way forward?

One of the main challenges is that we are attempting to fix people. It’s not the people that need to change, it’s the institutions, so that those institutions don’t consider people from atypical backgrounds a problem.

Another thing is to change the way we manage leadership emergence, how we look for and select leaders. We are still relying on recruitment agencies and they are poorly trained. In the UK anybody can be a recruitment agent. We need to create monitoring and accountability mechanisms for leadership emergence, in order to control the process.

Q: What is your view on enforcing quotas in the workplace?

Quotas are very important to addressing the gender pay gap. The market has inequality embedded in it. If you don’t apply rigid rules and simply leave it to the market, it will never apply equality in itself, hence the need for regulation. If women ask for more pay they are considered ambitious. If men do, they’re called committed. If you leave it up to the market, the market will interpret that in the same way.  We need to regulate the market or the same penalties will apply to ethnic minorities, people with disabilities and people with different sexual orientations.


MORE ON Leadership & Ethics

Innovation
Leadership & Ethics

UCT GSB's Executive MBA programme finalist in prestigious Evidence-Based Leadership Development Award

The UCT GSB’s EMBA programme was one of five finalists for the prestigious Evidence-Based Leadership Development Programme Award by the Academy of Management’s Management Education and Development Division – a testament to the UCT GSB's commitment to excellence in leadership education.

Read Article
Posted on 11 July 2024 by UCT GSB Press Office
VBL Pin Image
Leadership & Ethics

Transforming the role of business in society through values-based leadership

The Allan Gray Centre for Values-Based Leadership explores ‘new ways of doing business based on purpose, sustainability and responsible practices'

Read Article
Posted on 11 March 2024 by UCT GSB Press Office
Future-proofing 690x345
Leadership & Ethics

Future-Proofing Your Skills: Adapting for Tomorrow's Challenges Today

In honour of Women's Day, the UCT GSB hosted a panel discussion on campus the UCT GSB hosted a panel discussion, on campus, featuring alumni and guests to discuss how best to future-proof your skills.

Read Article
Posted on 21 September 2023 by Alumni Relations Dept
CEMS Report leading for future of planet PIN
Leadership & Ethics

A new model of collective business leadership and a shift to generational strategic thinking are essential to avert environmental catastrophe

New CEMS report sets out recommendations for globally responsible business leaders, educators and young professionals

Read Article
Posted on 28 October 2022 by UCT GSB Press Office
DR NAMANE MAGAU, HAS PASSED AWAY
Leadership & Ethics

UCT GSB Advisory Board Member, Dr Namane Magau, has passed away

It is with great sadness that we mourn the passing of Dr Namane Magau, a long-serving member of the UCT GSB’s Advisory Board, a friend of our School and University and an extraordinary woman and role model whose influence continues to reach across South Africa and around the world.

Read Article
Posted on 27 May 2022 by UCT GSB Press Office
Trust and Governance: why trust is key to economic
Leadership & Ethics

Trust and Governance: why trust is key to economic performance

Trust greatly reduces transaction costs within an economy and society. Just as a functional health care system will produce healthy citizens, trustworthy governing officials help to create trustworthy citizens.

Read Article
Posted on 31 March 2022 by Thomas Koelble
ADDRESSING THE LACK OF JEDI IN THE WORKPLACE
Leadership & Ethics

Addressing the lack of JEDI in the workplace

The South African workplace remains a very complex space. To bring about a change in workplace culture and organisational orientations, we may need to consider new approaches. Recent research from the UCT GSB has highlighted several practices that organisations can implement to help address the lack of justice, equality, diversity and inclusion in the workplace.

Read Article
Posted on 10 February 2022 by Kurt April
Here’s why black Millennial women are leaving 2
Leadership & Ethics

Here’s why black millennial women are leaving your organisation

New research digs into the deep frustration causing many African millennial women to call it a day at the office.

Read Article
Posted on 8 February 2022 by Kurt April
Thanti Mthanti - SA’s fiscal policy and macro-econ
Leadership & Ethics

SA’s fiscal policy and macro-economic framework hang in the balance as parties jostle for power

The political balance of power is shifting to the poor majority, making pro-poor human capital investment more likely.

Read Article
Posted on 3 December 2021 by Thanti Mthanti
Poetic licence to lead through challenging times
Leadership & Ethics

Poetic licence to lead through challenging times

With employees stressed, business leaders worried, and mental health challenges skyrocketing, conventional approaches to preparing leaders for the business world may not be enough. The foundational role of the leader as communicator is more important than ever – and poetry could unlock the deeper self-awareness and connection needed to lead through ambiguity.

Read Article
Posted on 21 November 2021 by Babar Dharani
Aidan
Leadership & Ethics

Servant leadership may be the key to talent retention post COVID

Nike strategy director for Europe, the Middle East, and Africa, Aidan Kearney, believes servant leadership has so much to offer the corporate world, especially now as an increasing number of employees think of leaving their jobs in response to the stresses of the COVID-19 workplace.

Read Article
Posted on 17 November 2021 by UCT GSB Press Office
Fortune Gamanya
Leadership & Ethics

Crisis ushers in new type of leadership – this time it must stick

The COVID-19 pandemic has tested leadership in ways that few crises have. How do we learn from it, adapt and evolve as leaders?

Read Article
Posted on 20 October 2021 by UCT GSB Press Office
Joy-Marie Lawrence
Leadership & Ethics

Activists in the Boardroom holistic governance in an age of corporate malfeasance

Given the recent spate of corporate misconduct (think Steinhoff, EOH, the Guptas and various State-Owned Entities), more Boardroom activism is required to ensure accountability and prevent future scandals. Board directors should start by cultivating higher levels of self-awareness.

Read Article
Posted on 20 October 2021 by UCT GSB Press Office
Kosheek Sewchurran Can we risk our society’s futur
Leadership & Ethics

Can we risk our society’s future on a system that produces the leadership we experience?

The events of the past two weeks have brought into sharp focus the devastating results of selecting leaders based on popularity over other criteria. To avoid shipwrecking our country, it’s time to design a better system of stewarding our collective needs.

Read Article
Posted on 23 July 2021 by Kosheek Sewchurran
Kurt April - Bhuda
Leadership & Ethics

Making space for Buddha in the boardroom

A new study shows that by staying true to the founding principles of the Buddhist meditation technique known as mindfulness, business leaders can reimagine not just how they work, but also how to build stronger relationships in the workplace.

Read Article
Posted on 10 May 2021 by Kurt April
Jody Delichte  - Freedom and Democracy
Leadership & Ethics

Becoming a businessperson is not a straightforward journey for all

Building business skills to improve livelihoods is increasingly being recognised as a mechanism to lift communities out of extreme poverty. But in many survivalist communities, the principles of business can clash with the existing values of the community.

Read Article
Posted on 20 April 2021 by UCT GSB Press Office
Beyond lip service - Media
Leadership & Ethics

Beyond lip service, how do we create more inclusive workplaces?

In South Africa and globally, companies are struggling to put a commitment to diversity and inclusion into practice.

Read Article
Posted on 14 April 2021 by Kumeshnee West
leaders must seek - Kosheek S
Leadership & Ethics

Can business leaders ignite change in a world that is overdue a great reset?

The thinking that has informed business leadership will not see us through the present challenges we face. To remake the world we need to recognise the deficiencies in leadership we experience and change how we train future leaders.

Read Article
Posted on 18 February 2021 by Kosheek Sewchurran
Alforde Charumbira AACSB - MEDIA
Leadership & Ethics

UCT GSB MBA alumnus, Alforde Charumbira honoured in the AACSB's Influential Leaders challenge

This annual initiative recognises notable graduates from AACSB-accredited business schools around the world, who are using their business education to create lasting impact in their own, unique way.

Read Article
Posted on 16 February 2021 by UCT GSB Press Office
Q&A with new UCT GSB - media
Leadership & Ethics

The future of business, business schools and the economy

UCT GSB Director, Dr Catherine Duggan, shares her thoughts on the future of business education and how to prepare students for an increasingly complex world.

Read Article
Posted on 7 December 2020 by UCT GSB Press Office
sustainable leadership ball - media
Leadership & Ethics

Africa can lead the way in the great reset and its leaders have a key role to play

If Africa is to emerge a better society post-COVID-19, the approach to leadership and the broader environment needs to change.

Read Article
Posted on 1 December 2020 by Camille Meyer
intelligence in leadership - media
Leadership & Ethics

Why we should trust subtlety over the posturing of a heroic leader

Emotionally intelligent leaders will be crucial in helping us to navigate through the COVID-19 crisis and the fallout from the US election chaos.

Read Article
Posted on 23 November 2020 by Kosheek Sewchurran
martin luther - media
Leadership & Ethics

Leaders are not born or made, they are honed through practice and reflection

In times of crisis, the need for good leadership is paramount, but how can we develop more leaders who are able to meet the moment with wisdom and compassion?

Read Article
Posted on 20 October 2020 by Kosheek Sewchurran
Catherine Duggan
Leadership & Ethics

Building a new global understanding of African business — on African terms

The UCT GSB's new director, Dr Catherine Duggan, has often been asked why she wants to work in Africa — it's a question this award-winning lecturer and former Harvard academic just loves to answer.

Read Article
Posted on 20 August 2020 by UCT GSB Press Office
In a world impacted by COVID-19 - MEDIA
Leadership & Ethics

In a world impacted by COVID-19, women leaders can make the difference

The disruption brought on by the global COVID-19 pandemic may be seen by some companies as an excuse to dial back on diversity and inclusion - but this would be a mistake as studies show women handle crises better.

Read Article
Posted on 7 August 2020 by Kumeshnee West
 Values-Based-Leadership - media
Leadership & Ethics

Values-based leadership in the age of COVID-19

Dr Camaren Peter, associate professor with the Allan Gray Centre for Values-Based Leadership at the UCT Graduate School of Business, speaks about the challenges posed by the global COVID-19 pandemic.

Read Article
Posted on 13 July 2020 by Camaren Peter
nelson mandela - mandela
Leadership & Ethics

SA needs leaders who are willing to step out of their comfort zones

As the country plunges deeper into an economic and humanitarian crisis fuelled by the COVID-19 pandemic, we will need steward leaders who are accountable and focused on assisting their communities — and each of us can rise to the challenge.

Read Article
Posted on 13 July 2020 by Kurt April
Jerome - media
Leadership & Ethics

Embracing the unknown can make you a better leader - Jerome Thomas (EMBA)

COVID-19 is giving leaders everywhere a crash course in living with volatility, uncertainty, complexity and ambiguity (VUCA). Fortunately, says Jerome Thomas, he got a head start with his EMBA at the UCT GSB.

Read Article
Posted on 8 June 2020 by UCT GSB Press Office
Sexual Harrasment - Media
Leadership & Ethics

Global MBA survey finds workplace sexual harassment is rampant

GNAM survey finds women in Africa more likely to report unwanted sexual attention but considerably less likely to report personal experiences of sexist and sexual misconduct.

Read Article
Posted on 10 March 2020 by UCT GSB Press Office
Do we really need another hero?
Leadership & Ethics

Do we really need another hero?

The rise of the hero leader around the world — strongmen who promise to be able to rescue their followers from difficult circumstances — is driving a wedge between citizens and undermining democratic institutions.

Read Article
Posted on 12 February 2020 by Babar Dharani
Privacy Addiction and the Role of Media
Leadership & Ethics

Privacy, addiction and the role of responsible digital marketing

Digital marketing provides an invaluable opportunity for businesses to reach more customers, better understand their needs and ultimately sell more product. But the medium is addictive and marketers have a growing duty to use it responsibly.

Read Article
Posted on 22 September 2019 by Mignon Reyneke
Believe it or not MEDIA
Leadership & Ethics

Believe it or not, the economy is not the biggest of our concerns in South Africa

South Africa has a fractured past, that we cannot deny, and divisions have always been an everyday part of life here. But these days, our differences are threatening to tear us apart.

Read Article
Posted on 16 August 2019 by Athol Williams