Rethinking inclusive leadership: The untapped potential of disabled individuals

Too often, people believe that only a select few can hold leadership positions. However, by excluding people with disabilities, society is denied access to some of its most talented and creative leaders. Last year's International Day of Persons with Disabilities prompts us to reconsider who should occupy leadership roles with its theme: amplifying the leadership of individuals with disabilities for an inclusive and sustainable future.

Even though people with disabilities make up about 15% of the world's population, they remain significantly underrepresented in leadership positions. This exclusion is not only unfair but also represents a considerable loss for society as a whole.

Globally, the lack of people with disabilities in leadership roles highlights the numerous obstacles they face. These challenges are not only systemic but also cultural and psychological. Outdated prejudices about the capabilities of people with disabilities persist, fuelling misconceptions and preventing them from assuming leadership positions, even in fields where their contributions could be transformative. The absence of disabled leaders represents a missed opportunity to harness their unique perspectives and strengths.

It is crucial to recognise that people with disabilities possess traits that make them exceptional leaders. Resilience, adaptability, and problem-solving skills are essential for navigating a world that is not designed to accommodate their needs. These very qualities, which able-bodied individuals often take for granted, equip disabled individuals to lead effectively. They constantly operate in environments that demand creativity and innovation—skills that naturally translate into leadership.

Despite these undeniable strengths, significant barriers remain. Institutional obstacles are among the most prominent. Discriminatory hiring practices, inaccessible workplaces, and inadequate legal protections prevent many from attaining leadership positions. However, the issue extends beyond structural and physical barriers. Deep-seated biases contribute to psychological and cultural obstacles that hinder disabled individuals from rising to positions of authority. These prejudices reinforce the false notion that people with disabilities are incapable of leading, shaping society's perception of leadership and disability.

For women and other marginalised groups within the disability community, exclusion is even more pronounced. Women with disabilities face a dual burden of gender-based and disability-based discrimination, severely limiting their access to leadership opportunities. This intersectional marginalisation exacerbates existing disparities in leadership between men and women, as well as between disabled and non-disabled individuals. If we are genuinely committed to increasing the representation of disabled people in leadership, we must also address these multiple layers of exclusion.

In an increasingly complex and interconnected world, the need for inclusive leadership has never been greater. We require leaders who can think creatively and act decisively. Inclusive leadership fosters innovation by embracing diverse perspectives, leading to more equitable decision-making. Marginalised leaders are more likely to advocate for policies that address systemic inequalities, ultimately benefiting society as a whole. As we confront global challenges such as economic instability, public health crises, and climate change, leadership must be as diverse as the problems we seek to solve.

Fortunately, technological advancements have created new opportunities for disabled individuals to take on leadership roles. Inclusive design, assistive technologies, and accessible digital platforms are making it easier for people with disabilities to participate in public and professional life. However, the digital divide continues to exclude millions, as access to technology remains unequal across different regions. To bridge this gap, governments, businesses, and civil society organisations must ensure that technological innovations are inclusive, accessible, and affordable.

Significant progress has been made in recognising the right of people with disabilities to engage in public and political life, particularly through international frameworks such as the United Nations Convention on the Rights of Persons with Disabilities (CRPD). However, legal protections alone are not sufficient. Real inclusion requires affirmative action in leadership recruitment, accessible infrastructure, and legislation that guarantees equal opportunities for people with disabilities. Public awareness campaigns are also essential to dismantle the misconceptions that perpetuate exclusion.

Leadership is not just about making decisions; it is about inspiring others and setting an example. People with disabilities have long been excluded from leadership roles—not because they lack the ability, but because society has failed to value them. By elevating the voices of disabled leaders, we challenge entrenched stereotypes and create a more inclusive vision of leadership.

Imagine a world where people with disabilities hold leadership positions across business, education, and politics. Imagine a society where leadership is defined not by physical or mental ability but by one's capacity to innovate, inspire, and effect positive change. This vision is not an unattainable dream but an urgent necessity. Inclusive leadership is essential for building the sustainable future we all aspire to.

It is time for people with disabilities to take on more leadership roles. It is time to ensure that they are not only part of the conversation but also leading the decision-making process. By doing so, we will not only challenge the status quo but also create a more just, sustainable, and equitable world. Are we ready to drive this change?

Zaziratul Zannat is a public health scholar and humanitarian aid practitioner in a non-profit international organisation based in South Asia.

Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the opinions and views of The Business Standard.