Intersectional complexity leadership: Co-create organizational ecosystems from an intersectional feminist lens

Complexity arising from volatile, uncertain, complex, and ambiguous environments, along with interconnected systems of oppression (e.g., global capitalism, (hetero-)sexism, racism, neoliberalism), necessitates a new perspective on leadership theories and practices that collaboratively develop organizational ecosystems where individuals lead together within intricate organizational systems. This paper aims to offer a fresh perspective on leadership theories and practices, drawing on a systems-centered approach that recognizes intersectionality as a complex adaptive system. I begin by reviewing the literature on intersectionality theory and complexity theory, including studies on intersectional leadership and complexity leadership. I then propose intersectional complexity leadership (ICL) as a new lens for guiding the organization in dismantling its systems of complex inequities. Furthermore, the focal points, principles, and practices of ICL are presented. This paper concludes with the aspiration that ICL can serve as an alternative tool for dismantling regimes of complex inequities.