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Reflexive Antiracism is an approach to antiracism that seeks to avoid the limitations of essentialism and negative emotional reactions through a focus on racialisation (a concept that encompasses both racism and antiracism) as well as the formation and maintenance of racialised identities. This paper aims to outline the construction and validation of a scale to measure this novel theoretical construct: the Reflexive Antiracism Scale‐Indigenous (RAS‐I).

In the context of a cultural training course focused on Indigenous peoples in Australia, 20 items to assess attitudes were developed along with four hypothetical scenarios designed to assess behavioural intentions in specific situations. The survey formed by these items and scenarios was piloted to assess test‐retest, concurrent and construct validity as well as item endorsement and internal reliability.

Findings suggest that an 11‐item scale based on this survey forms a valid and reliable measure of Reflexive Antiracism. Further research and applications are discussed.

This paper will prompt further exploration of Reflexive Antiracism as a concept that can be applied in a range of settings where a more nuanced understanding and approach to antiracism may be of benefit. Being aware of their position within a society that is racialised will allow antiracists to be reflexive (and realistic) about their ability as individuals to achieve antiracist ideals while continuing to strive towards them.

This chapter addresses authentic leadership at the intersection of tradition and modernity with a focus on insider-outsider dynamics. The authors develop a typology of insider-outsider perception of authentic leadership and four leadership types – detached leadership, integrative leadership, entrenched leadership and atomised leadership – to provide a conceptual tool that advances authentic leadership research and leadership-building strategies. Investigating the intersection of tradition and modernity, Lines and Turcan illustrate that authenticity and legitimacy are tightly coupled. Leaders need to develop insider legitimacy by alignment with contextual norms, traditions and customs. Lines and Turcan encourage future research to explore the question: Is leadership more about establishing contextual legitimacy or establishing authenticity?

Relations between Indigenous women and the Australian women’s movement have never been easy. For some Aboriginal and Torres Strait Islander women the white women’s movement has seemed irrelevant to the real struggles in Aboriginal women’s lives, which have tended to be more politically aligned with Indigenous struggles more broadly. Many Aboriginal women have viewed white feminists as insensitive to their own role in Australia’s colonial history and the implications of this for contemporary intercultural relations. In response to such criticism, many white feminists have struggled with the challenge of effective cross cultural engagement and collaboration.

This chapter brings an intersectional analysis to bear in an effort to understand these challenges, developing a framing of agonistic processes of collective identity as a way of thinking about the potentially productive role of conflict in social movements. Through an examination of Indigenous and non-Indigenous responses to a particular policy framework, the chapter suggests that feminist interventions focussing on the negative, racist impacts of the policy have tended to neglect the gendered dimensions of the underlying problem. As a result these arguments risk neglecting (some) women’s lived experiences.