A Systematic Literature Review of Intersectional Leadership in the Workplace: The Landscape and Framework for Future Leadership Research and Practice to Challenge Interlocking Systems of Oppression

Abstract

Normalized, dominant leadership styles favoring masculinity and aggressiveness disregard the impact of intersectional social identities and inequities on leadership practices and perpetuate leadership gaps and inequities in organizations, for example, preventing women and people of color from advancing into leadership roles. This study aims to explore how intersectionality plays a role in workplace leadership and propose a framework for future leadership research and practice that foregrounds intersectionality. To achieve this aim, this study systematically classified and reviewed 160 empirical studies on intersectionality in leadership in work and organization contexts. Most studies described the leadership experiences and strategies of individuals from multiple marginalized, historically excluded (MMHE) groups and the factors that influence their leadership. Some studies presented the intersectional effects of leadership and illuminated relational and contextual aspects of the leadership process. We discussed tensions within the findings and proposed a framework for intersectional leadership based on the results of the literature review. We conclude with a call for illuminating intersectional leadership as a promising process to achieve organizational social justice.