Joanne, how would you define ‘leadership’?
As we know, there are so many definitions of leadership out there. Some from those regarded as leaders themselves and others whose definitions attempt to encapsulate the nature of leadership for those of us who want to understand it better. For me, leadership is an influencing process and a set of practices which are fundamentally about change. Often that brings with it activities which relate closely to communication, visioning and creating coalitions for forward momentum.

What do you think sets great leaders apart?
I think we have to be very careful about concepts of ‘great leadership’. Very often ‘great’ leaders are blessed with a degree of luck that fitted with the ‘zeitgeist’ of the time and a significant level of resources which protect them from the consequences of bad decisions. Of course, traditional perceptions of leadership have often focused on individuals who share a number of key characteristics – they are usually white and male. I do think we are beginning slowly to widen perceptions of what leaders are, and who they are, and that has to be a positive thing.

There are now significantly more women in leadership positions in the private, public, and third sectors, but what, if any, barriers do you think remain in terms of equality?
Those barriers still exist and remain significant. There are still structural blocks in terms of caring responsibilities including access to appropriate and affordable childcare, which falls on and impacts women disproportionately.

There are also cultural barriers. How women dress, how they talk, how they are perceived and what is sometimes referred to as their ‘leadership presence’ are difficult and intractable obstacles to overcome. For example, the Hamilton-Alexander Review of 2019 reported that in the FTSE 350, only 25 women are in Chair roles, with even fewer in Chief Executive positions. Undoubtedly there are successes, but while the benefits of diverse boards are well known, progress remains incredibly slow.

Is there any evidence of a difference in regard to how men and women approach leadership? 
We know from research that men who describe themselves as leaders tend to have a preference for a transactional style which includes a tendency to default to formal power structures and an inclination to guard and protect information. In contrast, women who self-define as leaders tended to veer towards what are considered ‘transformational’ behaviours including a greater propensity to share power and information, and to bring others into decision making.

It’s very interesting especially at the moment in relation to the Covid-19 pandemic. Those of us who study extreme environments do so because they highlight and make visible ongoing organisational processes which are always present but much more obvious in dangerous, disrupted or emergency contexts. The pandemic has highlighted variances in leadership styles which has created considerable debate on precisely this issue with comparisons drawn between male and female political leaders, in particular. No doubt this will develop into further research on the subject.

Does the Leadership Institute offer any specific programmes for women?
The Clinton Leadership Institute as part of the Business School is committed to fair and equitable organisational development, and as such we have a range of programmes which specifically look at the development of women as leaders.

Our flagship programme – which we run in partnership with Women in Business, is called ‘Grit and Grace’ and seeks to provide women with the knowledge and confidence to take the next step on the career ladder. The programme is led by our colleague Joanne Kelly and focuses on the need to lead with courage, compassion, authenticity, and accountability. We are now on Cohort 13 and its wonderful to hear positive stories form those who have passed through the programme and gone on to great things.

You have taken on a number of leadership roles yourself, what advice would you offer to new leaders?
That’s a difficult question to answer. Fundamentally, I think you just have to be true to yourself and try to be as positive as possible. I always tend to come back to words of Eleanor Roosevelt who said, “Do what you feel in your heart to be right – for you’ll be criticized anyway.” 

To learn more about the Clinton Leadership Institute and the various programmes they offer, please visit their website or follow them on Twitter at @LeadershipQUB.