Feminist Leadership for Social Transformation

1. Feminist Leadership for Social Transformation Srilatha Batliwala Scholar Associate, Building Feminist Movements & Organizations (BFEMO) Initiative AWID (Association for Women’s Rights in Development) SBatliwala - AWID-YFA 2011

2. Questions to answer when trying to understand abstract ideas (like leadership !) 5. What does it look like? (features, characteristics) 1. What is it? (Definition) 4. How does it work? (power dynamics, key actors) 2. Where is it? (geographic, social, political, institutional, sectoral) 3. What are the boundaries? (spatial, demographic, conceptual) SBatliwala - AWID-YFA 2011

3. 1. What is it? Definitions of leadership, of “feminine” leadership, and feminist leadership SBatliwala - AWID-YFA 2011

4. Leadership definitions – What the men have said “That leader is best, When people are hardly aware of his existence,Not so good when people praise his government,Less good when people stand in fear,Worst, when people are contemptuous.Fail to honor people, and they will fail to honor you.But of a good leader, who speaks little,When his work is done, his aim fulfilled,The people say, ‘We did it ourselves’. ” Lao Tzu, Tao Te Ching (6th – 4th Century B.C.) SBatliwala - AWID-YFA 2011

5. What the men have said - 2 • As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; the next, the people hate. Lao Tse • My definition of a leader . . . is a man who can persuade people to do what they don't want to do, or do what they're too lazy to do, and like it. HarryTruman • Leadership is the capacity to translate vision into reality. – Warren Bennis SBatliwala - AWID-YFA 2011

6. What the women have said: Defining “feminine leadership” • The feminine leadership style emphasizes cooperation over competition; intuition as well as rational thinking in problem solving, team structures where power and influence are shared within the group . . . interpersonal competence; and participative decision making. - Marilyn Loden SBatliwala - AWID-YFA 2011

7. Definitions of feminist leadership • …. feminist …. leadership is … women and women’s organizations sharing power, authority and decision-making in our common pursuit of social, legal, political, economic and cultural equality. DAWN Ontario, The Feminist Principle of Leadership • leadership should be about empowerment and aimed at change; it is about building other women’s capacities and confidence to be leaders in their communities. Mary Hartmann • Transformational leadership is leadership concerned with causing social change; feminist transformational leadership is concerned with achieving gender justice. Peggy Antrobus SBatliwala - AWID-YFA 2011

8. The best definition of feminist leadership! • To create something that replaces and surpasses you, that has a life of its own because there are many people who will be drawn into it and who will give leadership to it as a group, even if you move on or go away. To me, that has always been the measure of leadership… The point is that wherever we are as women, wherever we are situated in our lives, we can advance a feminist agenda if we stop thinking about how to be leaders and think rather about how to be doers, how to be agents”Gerda Lerner SBatliwala - AWID-YFA 2011

9. The clearest definition of feminist leadership: “Feminist leadership [is] oriented to a different arrangement of the human order: • Re-distribution of power and re-distribution of responsibilities, beginning with transformation of psychic structures. • Bridging personal freedom with collective freedom. • Aiming at cooperation instead of competition. …. • In feminist leadership equality, mutuality…. should be visible, and promote…. emotionality and the values of relationships. • feminist leadership [is] leadership congruent with feminist principles. ADMIRA toolkit on Organizational Development SBatliwala - AWID-YFA 2011

10. 2. Where is it? 3. What are its boundaries? Sites of feminist leadership & the boundaries of our analysis SBatliwala - AWID-YFA 2011

11. Feminist leadership is practiced in virtually every location that women inhabit and wherever women negotiate their lives and their work: • Self, family, clan, tribe • Peer group / school, etc. • Community / collective • Organizations • Political institutions • Movements SBatliwala - AWID-YFA 2011

12. Our Boundaries: • We are concerned with the concept and practice of feminist leadership in institutions and processes concerned with promoting human rights, women’s rights, gender equality, and social justice. Viz., • In judicial structures, political bodies, public administration • In social movements and social change organizations • In women’s movements and women’s organizations SBatliwala - AWID-YFA 2011

13. 4. How does it work? Unpacking the content of leadership – the “Four Ps” of Power, Politics, Principles and Practice SBatliwala - AWID-YFA 2011

14. The “Four Ps” in the Feminist Leadership Diamond POWER Feminist Leadership POLITICS & PURPOSE PRINCIPLES PRACTICE SBatliwala - AWID-YFA 2011

15. THE ROLE OF THE SELF history, experience personality traits, psychic wellbeing social, economic, and other identities POWER POLITICS & PURPOSE PROCESS PRINCIPLES Personal social capital – contacts, networks, support talents, abilities SBatliwala - AWID-YFA 2011

16. Leadership as power & power dynamics in organizations • Visible / direct power – the visible hierarchy / distribution of authority / roles • Hidden power – who influences organizational decisions / culture / agendas without any formal / direct power • Invisible power – the manipulation of organizational agendas / priorities, or people’s sense of self-esteem • Invisible and hidden power usually operate in the “deep structures” of organizations SBatliwala - AWID-YFA 2011

17. Leadership as Politics & Purpose • Politics means the analysis of the socio-economic forces within which we operate, and the ideological perspectives that inform our analysis (profit, public good, gender equality, social justice, etc.) • Purpose is the vision and mission for change that emerges from our politics – See AFF Charter SBatliwala - AWID-YFA 2011

18. Leadership as Principles & Values • Leadership does not occur in a moral, social, or political vacuum • It must embody and practice the values and principles that inform the mission – see the AFF Charter! • It must create conscious and transparent mechanisms for assessing whether the values are being practiced an upheld, and revise / expand them over time SBatliwala - AWID-YFA 2011

19. Leadership as Practice • The pathways and methods by which we act and organize our actions to achieve the purpose • Doing and enabling a myriad things – • developing strategies, • training people, • assessing and seizing opportunities, • analyzing problems and challenges, • building morale and team spirit, • resolving conflict, SBatliwala - AWID-YFA 2011

20. 5. What does it look like? Myths, challenges, and manifestations of feminist leadership SBatliwala - AWID-YFA 2011

21. Recap: Assumptions about power in feminist organizations • Because we’re all women, we don’t have to worry about it (yes we do) • We don’t have any hierarchy (because you have a hidden / invisible one) • We are all equal here (no, we’re not) • Formalizing decision-making power and systems is patriarchal and bureaucratic (no, it’s more democratic and transparent) • I don’t have to be accountable to you because I am accountable to “the movement” (Which one? Where? How?) • I should be allowed to get away with murder SBatliwala - AWID-YFA 2011

22. Myths about feminist leadership • Feminists will lead differently / feminist organizations should be utopias • Feminists will share power more readily, more equally / feminist organizations will be flat and non-hierarchical • Feminist leaders / organizations are inherently more transparent, open, mature, etc. • Feminists won’t exploit, oppress, or be unfair; they will be superwomen / saints SBatliwala - AWID-YFA 2011

23. The challenges for practicing feminist leadership • Our conditioning in the use of power occurs before we become feminist • We have few positive / live examples or models of good feminist power and leadership • We are surrounded by patriarchal structures of power and leadership • We may embrace the theory, but our own histories, experiences, identities, and personalities often get in the way! • This is painful journey of exploration and experimentation – there are no templates on offer! SBatliwala - AWID-YFA 2011

24. Aspirations for / Ideals of feminist leadership • Transformational – simulating within the changes sought outside • Explicit awareness and attention to power dynamics - transparency • Not necessarily individual-centered • Awareness of self • Accountable to the larger goal, vision and constituency • Multi-generational, with a special focus on building young women’s leadership • Attempts to practice values of transparency, accountability, making hierarchies rational, visible, and open to change • Relational - building strong trusting relationships. • Creating safe environments for expression, self-care, participation, and growth of leadership skills. SBatliwala - AWID-YFA 2011

25. What the best women’s movements have done to practice feminist leadership: • Making leadership development a conscious part of their movement-building strategy • Ensuring that over a period of time, all members of the movement get leadership opportunities, and a chance to build their leadership capacity • Building multiple layers and levels of leadership • Creating collective – rather than individual – leadership structures • Rotating leadership roles periodically, so that power does not become entrenched • Electing leaders democratically and holding them accountable to their mandate • Removing leaders who have violated the principles, politics, and practices of feminist ldrship SBatliwala - AWID-YFA 2011

26. How can we begin to practice true feminist leadership? • Step 1: Analyzing and addressing power in our organizations – most importantly, by unearthing the “deep structure” of our organizations • Step 2: examining and articulating our politics and purpose • Step 3: Enunciating the principles and values that will frame / guide our practice • Step 4: Designing / re-designing our practice to harmonize better with the other “P”s • Step 5: ensuring mechanisms for checking how our “self” is intruding / obstructing our practice, and taking responsibility for dealing with this SBatliwala - AWID-YFA 2011

27. Suggested Exercise • Map the deep structure of an organization you work in / know well • What negative aspects of these need to be tackled to move towards feminist leadership ideals? • How can these negative aspects be tackled? • What/who will help and what/who will hinder our attempt to make these changes? SBatliwala - AWID-YFA 2011