Abstract
Leadership has been traditionally envisioned and enacted as a top-down structure that reinforces positionality and power dynamics that are antithetical to the fundamental values and desired outcomes of equity-focused change work. This paper critically examines the evolution of leadership structures, agenda setting, and decision-making within a large, multi-institution, federally funded, and equity-focused alliance. Findings from this case study suggest that developing and sustaining inclusive leadership structures requires significant resources and an enduring commitment to engaging in a critically reflexive process to redress inequities within equity-focused initiatives.
Competing Interest Statement
The authors have declared no competing interest.
Footnotes
Author Note
We acknowledge the support of members of the Alliance in guiding, reviewing, and encouraging this scholarly analysis and presentation of leadership transition. We acknowledge that for some, bravery in the face of revisiting trauma was required, and we very much appreciate being provided this opportunity.
This material is based upon work supported by the National Science Foundation under Grant No. (1834518, 1834522, 1834510, 1834513, 1834526, 1834521). Any opinions, findings, and conclusions or recommendations expressed in this material are those of the authors and do not necessarily reflect the views of the National Science Foundation.
The authors report there are no competing interests to declare.
