Australia is frequently described as a success story of immigration and multiculturalism. This has been a part of recent Australian self-understanding and national myth-making. Yet, such a description may belie other realities. For all of Australian society's celebration of cultural diversity, the leadership of its major institutions remains largely devoid of cultural diversity. This article draws upon recent research into the cultural composition of groups of senior leaders in Australian business, politics, government and civil society. It examines the biases and barriers that may contribute to the status quo. It considers the organisational preconditions of better representation of cultural diversity in Australian leadership-namely, in the realms of leadership, systems and culture. The issue of cultural diversity and leadership, however, cannot be considered only in organisational terms. It also implicates larger societal questions about the current limits of Australian multiculturalism.
