Rethinking power, ownership, and accountability in leadership

Adapted from my contribution to WorkPride 2025, the largest virtual global conference dedicated to workplace inclusion.

Organizations across industries have embraced the language of diversity, equity, and inclusion (DEI). But while language is important, it is insufficient for driving lasting change. To move from optics to ownership, from symbolic gestures to systemic transformation, we must recognize that real equity in leadership is not simply a matter of representation—it’s about rethinking power, ownership, and accountability in profound ways.

Reframing the narrative beyond representation

Representation is critical. It is a necessary starting point. However, it is not the end goal. Far too often, diverse voices are invited into leadership spaces without genuine power to influence decisions, shape strategies, or challenge existing norms. Simply filling seats with diverse individuals without addressing the underlying structures of power can result in tokenism and leaves the status quo largely intact.

Equity in leadership requires a radical shift in how we understand leadership itself. The question is not just “Who is at the table?” but “Who holds power?” If we are serious about dismantling historic systems of exclusion, we must interrogate:

How decisions are made, and who is consulted in the decision-making process.
What assumptions about leadership persist, and how can they be expanded to include diverse lived experiences.
How do we cultivate environments where leadership is not only inclusive but transformative.

Inclusive leadership must go beyond simply reflecting difference; it must dismantle the power hierarchies that often stifle collaboration. The work of equity requires reshaping organizations to embody shared authority, mutual accountability, and radical inclusion. This demands a reimagining of leadership as an inherently collaborative, intersectional, and transformative practice.

The case for structural change: Equity as systemic, not symbolic

If organizations are to make meaningful strides toward equity, they must shift from thinking of diversity as a check-the-box exercise to viewing it as comprehensive, structural change.

Embedding equity in leadership requires addressing the systems that uphold inequality, rather than placing the onus on marginalized individuals to “navigate” exclusionary environments.

This requires:

Designing leadership pipelines that prioritize equity at every stage—from recruitment to executive-level promotion.
Ensuring transparent, equitable pay and promotion practices that dismantle systemic biases.
Investing in equity-informed training for managers and executives, particularly around unconscious bias, power dynamics, and inclusive leadership practices.
Building workplaces that are trauma-informed and structurally safe, where individuals from all backgrounds can thrive.

These steps are not optional; they are the foundational infrastructure required for inclusive leadership. Equity cannot be an afterthought, nor can it be relegated to diversity committees/groups. It must be embedded into every facet of organizational life, from hiring practices to leadership development to how performance is measured and rewarded.

Equity as a core leadership competency

To lead in today’s world, executives and boards must develop a fluency in equity—understanding it as a core leadership competency, not a peripheral concern.

Equity literacy goes beyond merely understanding DEI as a buzzword. It involves:

Identifying and addressing bias in organizational structures, systems, and policies.
Fostering inclusive cultures where individuals feel safe, supported, and empowered to show up as their authentic selves.
Sponsoring diverse talent with intentionality, prioritizing equity in succession planning.
Modeling humility, accountability, and the willingness to be uncomfortable in the pursuit of justice.

Equity is not a “soft skill” to be added to a list of leadership traits. It is the foundational lens through which all leadership actions should be examined, just as financial intelligence or strategic thinking are core competencies.

In today’s complex, globalized world, equity literacy is essential for leading ethically and effectively.

From performance to practice: What works?

Successful equity initiatives don’t emerge from empty promises or performative actions. They are grounded in three essential qualities:

Intentional design: These initiatives are developed with a deep understanding of equity frameworks, informed by data and community input. They are not one-size-fits-all solutions, but are tailored to the specific needs of the organization and the communities it serves.

Executive buy-in: This is not about getting leadership’s “stamp of approval” but about engaging them in the active work of modeling equity. It requires that leaders at the highest levels not only approve, but also engage directly in implementing equity initiatives, holding themselves accountable for results.

Accountability: Finally, successful equity initiatives are accountable to clear, measurable outcomes. The impact of these initiatives must be tracked, and leadership performance should be evaluated against these metrics. Without accountability, equity efforts risk being relegated to symbolic gestures that don’t effect real change.

Sponsorship as the bridge to equitable leadership development

Mentorship has been integral to organizations focused on developing strong leadership pipelines, enhancing mentees’ skills and confidence while fostering a culture of growth and innovation. This supportive relationship promotes employee satisfaction and retention, and contributes to the sustainability of the organization.

However, when it comes to advancing underrepresented leaders, mentorship, though valuable, has limitations. While mentorship offers guidance, it often remains constrained by the mentor’s ability—or willingness—to leverage their power and networks to open doors for their mentees. For historically excluded professionals, mentorship alone often cannot overcome the entrenched barriers to career progression.

The key to unlocking systemic equity is sponsorship—a practice that goes beyond advice and into advocacy.

Sponsorship is transformative because it leverages the sponsor’s own influence to:

Advocate for high-potential leaders, recommending them for high-visibility opportunities.
Amplify their voices in decision-making spaces.
Take calculated risks to push for the advancement of diverse talent, especially in senior leadership.

Sponsorship, when embedded in leadership development strategies, accelerates the representation of marginalized leaders in influential roles. It cannot be left to chance or seen as a “nice-to-have”; it must be institutionalized as a formal mechanism for equity in leadership pipelines. It is a commitment to dismantling the glass ceilings that have historically kept diverse leaders at bay.

Moving from optics to ownership

The road to real equity in leadership is not an easy one, nor is it quick. Diversity without power redistribution is mere optics. Equity without accountability is an unrealized promise. If we are serious about building inclusive leadership, we must:

Commit to systemic change, not just superficial reforms.
Treat equity as a strategic, ongoing investment, not as a temporary initiative.
Embrace discomfort, understanding that transformative change often requires us to face our own complicity in perpetuating unjust systems.

The progress we seek can only occur when the fear of remaining stagnant becomes greater than the fear of making mistakes in the pursuit of change.

Real equity in leadership means redefining what power looks like, who has access to it, and how it is shared. By moving from optics to ownership, we can reshape leadership for a more just and inclusive future.

What does power, ownership, and accountability in leadership look like in your organization?