Grounding ~ Change

Abstract

This research investigates how leaders ensure an intersectional or feminist intersectional approach is embedded in the everyday practices of their organisations. Using semi-structured interviews with 20 leaders primarily from the public health and social justice sectors, this study explores leadership behaviours, organisational structures, and cultural factors that facilitate or hinder the application of intersectional practices. Four key themes emerged: integrity and authenticity, sharing and learning, structures and frameworks, and organisational culture. These themes illustrate the complexity of embedding intersectionality in practice and the critical role of leadership in guiding this integration. Findings suggest that while many leaders demonstrate a commitment to social justice, inconsistencies in applying intersectional approaches remain. Recommendations focus on establishing formal structures, fostering safe and supportive workplace cultures, and ensuring leadership development programs are aligned with intersectional practice. This study contributes to the growing body of literature on intersectionality and leadership by highlighting the need for sustained reflection and genuine intent in promoting social justice within organisations.