Report on Leadership Ideals and Their Alignment with Sustainable Development Goals

Introduction: Re-evaluating Leadership for Global Sustainability

A recent study on leadership perceptions provides critical insights into how evolving ideals of leadership can support the achievement of the United Nations Sustainable Development Goals (SDGs). By examining the traits people desire in an “ideal” leader, the research highlights a significant shift away from traditional, hyper-masculine stereotypes towards a more balanced and inclusive model. This emerging paradigm directly aligns with the principles underpinning SDG 5 (Gender Equality), SDG 8 (Decent Work and Economic Growth), and SDG 16 (Peace, Justice and Strong Institutions).

Key Findings: A Blueprint for Sustainable and Inclusive Leadership

Prioritized Leadership Attributes

The study reveals a clear hierarchy of preferred leadership traits that forms a blueprint for effective and sustainable leadership:

• Primacy of Competence: The foundational requirement for any ideal leader is a high degree of competence, capability, and intelligence.
• Balance of Agency and Communality: Contrary to stereotypes that prioritize dominance, the ideal leader is expected to balance assertiveness with communal traits such as warmth, trustworthiness, and integrity. These attributes were found to be of equal importance.
• Rejection of Toxic Traits: There is a strong proscription against negative “dark” agency traits. Characteristics like arrogance, dominance, and controlling behavior are overwhelmingly rejected, indicating their incompatibility with ideal leadership.

Implications for SDG 5: Gender Equality

The findings offer a promising pathway to advancing gender equality in leadership, a core target of SDG 5.

Challenging Barriers to Female Leadership

The study’s “ideal leader” profile, which values communality and rejects arrogance, is more aligned with attributes stereotypically associated with women than the traditional “typical leader” image. This alignment can help dismantle the cognitive biases that contribute to the scarcity of women in top leadership roles, thereby supporting Target 5.5, which calls for women’s full participation and equal opportunities for leadership.

Establishing Equitable Standards

Crucially, the research found that ideal leadership standards were consistent regardless of the leader’s gender. Participants did not expect an ideal female leader to be more communal than an ideal male leader. This suggests a move towards a single, high standard of leadership that is not constrained by gender roles, fostering a more equitable environment for all leaders.

Contributions to SDG 8 and SDG 16

Fostering Decent Work and Strong Institutions

The leadership ideals identified in the study are fundamental to creating the conditions necessary for achieving SDG 8 and SDG 16.

• Promoting Decent Work (SDG 8): The strong preference for communal leaders and the rejection of domineering behavior directly supports Target 8.8: to protect labor rights and promote safe and secure working environments. Leadership that is kind, cooperative, and trustworthy is essential for building positive workplace cultures that enhance well-being and sustainable economic productivity.
• Building Effective and Inclusive Institutions (SDG 16): An ideal leader who is competent, ethical, and non-arrogant is the cornerstone of an effective, accountable, and inclusive institution. By rejecting toxic leadership, organizations can build the trust and transparency required for strong governance, contributing to the broader goal of peaceful and just societies.

Future Research for Maximizing Sustainable Impact

To further leverage these insights for global progress, future research should focus on several key areas:

1. Intersectionality and SDG 10 (Reduced Inequalities): Future studies must explore how leadership expectations are shaped by the intersection of gender with race, ethnicity, and other identities to develop more comprehensive strategies for reducing inequalities.
2. Workplace Culture and SDG 8 (Decent Work): A deeper investigation into how gendered workplace norms (e.g., “masculine” cultures) influence leadership behavior and perceptions is needed to design interventions that mitigate toxic leadership and foster decent work for all.
3. Contextual Analysis for SDG 5 (Gender Equality): Research should be extended to under-investigated contexts, such as female-dominated industries, to understand the boundaries of gendered leadership cognitions and accelerate progress toward gender equality across all sectors.

Analysis of Sustainable Development Goals in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

• SDG 5: Gender Equality

  The article directly addresses the core issues of SDG 5 by focusing on gender inequality in professional leadership. The author of the study, Andrea Vial, explicitly states her motivation is the “continued scarcity of women in top leadership roles” and the desire for a future “in which leadership and gender are not so tightly tangled in people’s minds.” The entire study revolves around understanding the gendered stereotypes and biases that create barriers for women in achieving leadership positions, which is a central theme of promoting gender equality.

• SDG 8: Decent Work and Economic Growth

  The article connects to SDG 8 by examining the conditions and opportunities for employment at the highest levels. It discusses women’s “substantial gains… in terms of educational accomplishments and labor market participation,” but highlights the persistent barriers to career advancement into leadership. The study of leadership ideals and biases relates to creating a fair and productive work environment where all individuals, regardless of gender, can achieve their full potential, which is a key aspect of “decent work for all.” The article also touches on “toxic leadership” and “masculine workplace norms,” which are detrimental to a decent work environment.

• SDG 10: Reduced Inequalities

  This goal is relevant as the article’s central theme is the inequality of opportunity between men and women in the economic sphere, specifically in leadership. The research aims to understand how “beliefs about gender and our beliefs about leadership roles contribute to these biases,” which are a primary driver of inequality. By investigating how to dismantle these stereotypes, the research contributes to the goal of reducing inequalities of outcome and promoting the social and economic inclusion of women in top-tier professional roles.

2. What specific targets under those SDGs can be identified based on the article’s content?

• Target 5.5: Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life.

  This target is the most directly relevant. The article is entirely focused on the challenges women face in attaining leadership roles within the economic sphere (companies). The study’s author is “stunned by the continued scarcity of women in top leadership roles” and aims for a future where society can “benefit from outstanding leaders coming from all corners.” The research investigates the psychological barriers (gendered cognitions) that prevent equal opportunities for leadership.

• Target 8.5: By 2030, achieve full and productive employment and decent work for all women and men… and equal pay for work of equal value.

  The article’s discussion of biases preventing qualified women from being selected for top jobs relates to the goal of “full and productive employment” for all. The underlying issue is that gender stereotypes prevent the most competent individuals from being chosen, hindering overall productivity and denying women decent work opportunities commensurate with their skills. The mention of “toxic leadership” associated with “strong masculinity workplace norms” also speaks to the quality of the work environment, a key component of decent work.

• Target 10.3: Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory… practices…

  The article explores the informal, belief-based practices that lead to discriminatory outcomes. The study investigates “gendered leadership cognitions” and stereotypes that result in qualified women being “sidelined in favor of a man who is nowhere nearly as qualified.” This is a clear example of an inequality of outcome driven by biased perceptions rather than formal rules. The research aims to shed light on these biases to help reduce such inequalities.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

• Proportion of women in leadership/managerial positions.

  This is a direct indicator for Target 5.5. The article’s premise is built on the “continued scarcity of women in top leadership roles.” Measuring the change in this proportion over time would be a key metric to assess progress. The study’s long-term goal is to contribute to a future where these numbers are more balanced.

• Prevalence of gender-based stereotypes and biases in the workplace.

  This is an indicator for Target 10.3. The study itself is a tool to measure these biases by asking participants to “purchase” traits for an ideal leader. The findings that people reject “arrogance or dominance” and value communality suggest a potential shift in these stereotypes. Tracking these “gendered leadership cognitions” over time, as the researcher intends to do, would serve as an indicator of whether discriminatory beliefs are diminishing.

• Gender gaps in labor market participation.

  This is an indicator for Target 8.5. The article mentions it as a point of context, stating that women have made “substantial gains… in terms of… labor market participation.” While women’s overall participation has increased, the article highlights that this has not translated to leadership roles, indicating a persistent gap at higher levels of employment. This serves as a background indicator that frames the more specific problem of leadership inequality.

4. Summary Table of SDGs, Targets, and Indicators

Source: psypost.org