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The Humanizing Initiative Blog

member blogs:

Shaista E. Khilji

Jason Smith

Mia Amato Caliendo

Zoe King

Christine Costello-Kensey

Published & Working Papers

Humanizing Leadership, Shaista E. Khilji (published in the Journal of Management Education)

In recent years, scholars have become critical of mainstream leadership development approaches. In particular, Petriglieri & Petriglieri (2015) refer to dehumanization of leadership, whereby leadership breaks its ties to identity, community and context. The purpose of this paper is to explore ways to humanize leadership education, by presenting a case example of George Washington University’s Organizational Leadership & Learning (OLL) Program. Adopting critical leadership studies (CLS) approach, the OLL program places an emphasis on dialogue, reflection, question thinking and critical thinking; and influences learners to deconstruct and then reconstruct their identity as a leader. By constantly assessing who they are, observing themselves and leaders/ learners around them, engaging in reflection, learners are able to facilitate a process of co-construction of leadership (Collinson & Tourish, 2015). The OLL program also infuses humanism and a strong sense of responsibility in its curriculum to highlight the positive potential of leadership (Alvesson & Spicer, 2012; Western, 2008), and to fulfill its goal of humanizing leadership education. This paper leverages author’s experiences with designing leadership education (informed by prior research, growing critique of conventional approaches, and adult learning principles) to offer a broad framework for leadership development, which can be used to develop future leadership development programs. 

Diversity, Equity, and Inclusion, Shaista E. Khilji

Diversity is a well-known concept. It is also contextual. In view of the recent developments, such as the #Metoo movement and the worsening racial relations (Pew Research, 2020) in the United States, it is important to take stock of diversity practice within organizations. Since diversity is written in the daily interactions of diversity practitioners (Smith, 2017), the study focuses on experiences of their experiences. Using interviews with 26 diversity practitioners from a diverse sample of organizations, we found that organizations have continued to recycle the old diversity management approaches, such as Fairness and Access. However, although a majority of diversity practitioners entered the profession rather serendipitously, they bring passion and ‘purpose’ to their work. As such, they are faced with paradoxes (Smith & Lewis, 2011), in terms of balancing their personal values and that of the organization (oftentimes driven by profits), advocating for personal agency while feeling constrained by organizational structures, and implementing piecemeal identity-blind practices while remaining identity conscious. We conclude diversity management is complex, and messy. It is important for leaders to broaden their sight (beyond profit maximization and compliance- Aguinis, 2019) in order to create inclusive workplaces.

Developing Humanistic Leaders, Jason Smith

This paper attempts to answer the question, how might a leadership training program develop humanistic leaders? It examines the connection between leadership development and humanistic leadership because the author believes it is an underdeveloped subject, judging from the academic sources used in HOL 6100: Humanistic Leadership, which the author completed through The George Washington University in Spring 2019. The paper starts with an exploration of humanistic leadership’s importance in our societal context. It moves on to explore human well-being, dignity, and the transformational potential of business before identifying the attributes of humanistic leaders. Finally, it concludes by examining how humanistic leaders can be developed through leadership training. The paper draws from traditional academic and business literature sources as well as more creative writings, like poetry. It draws from less conventional sources because the author holds the assumption that the creation of humanistic leaders is akin to a person’s journey through self-awareness and toward self-actualization. Therefore, it is important to take into account logical, feelings-based, and spiritual perspectives to paint a whole person picture of a humanistic leadership development program.

Podcasts

Courageous Conversations

Background 

The tragic deaths of countless Black Americans, most recently those of  Ahmaud Arbery, Breonna Taylor and George Floyd, have left many of us hurt, angry and outraged. These tragedies highlight the fear and injustices that Black Americans and other minorities have faced for centuries. I believe that there is a critical need for us to confront structural, systemic and institutional racism, and inequality. By identifying, challenging, and changing the values, structures, and behaviors that perpetuate structural racism, we can commit to leadership that fosters a society where everyone can flourish with dignity and respect. 

What are “Courageous Conversations” 

“Courageous Conversations” offer a psychologically safe space for the participants, where we can learn from each other, hear each other’s stories, and model compassion and respect for human dignity. We hope to use this psychologically safe space to engage and educate others in our respective communities.

Why do we use the label, “The Courageous Conversations”

Courage is contagious. It helps to move us away from fear to action and eventually to hope. Through these conversations, we remind ourselves of the importance of a call for action, and intentionally think of ways in which we can commit to addressing and eliminating structural racism. It is important that we use our own social and racial privilege to others’ advantage. This sense of responsibility is critical in creating positive change in both business and society. Together, we can create a better future.