The language in this document is telling in a few ways. There is not much about collaboration with peers or superiors other than conflict. The article left me with an impression of conflict and someone who wasn't a team player. I am guessing that cultural compatibility was an issue. It may be possible that the outcome may be for the best because it may help the author grow (although, public accusations will not be seen well by future employees as it's airing many people's dirty laundry).
I'm also note that the author raises some issues that I as a boss take exception to. For example, more diversity. I am aware that in today's climate, diversity is a highly charged, politically correct topic. The author talks about diversity by hiring by gender. What diversity is the author seeking? That of genitals? Is there some magic empathy or creativity that females supposedly have? I've always built teams based on needs of skills, personality, cultural fit. As an example, I knocked back a highly qualified, well presented male candidate because he was too ambitious for a maintenance role. This was not because of his gender, but, because he was unlikely to provide a long term ROI and would expect promotion that couldn't be delivered and cause unrest by venting disappointment as a lack of growth. I would most probably be seen by the author as being sexist for not hiring by gender to fill a quota and I would view the author as sexist for hiring by gender and being unable to see that diversity is not a gender, but skills and personality.
I would encourage the author to ask themself if they are a team player. I would encourage the author to understand themselves and the sort of culture they want to work in. Maybe, it is a culture of creativity rather than talent that the author craves (as an example). Seeking feedback from peers outside of work may be very helpful and revealing too.
I can be confrontational (too many fights over too many years), but I know who I am and I know what I want. I support my organisation above myself (during working hours) and I support and respect juniors, peers and more senior staff. I negotiate my views. I listen carefully. I seek feedback from my peers. I align my views with my peers where it doesn't compromise my principals. As an example, I would never work for a company that hires (or excludes) by gender or race because I want freedom to hire the right staff, not some boxes ticked. I know myself and my employee. I turn down jobs where I don't believe in the company for my own sake and the company's.
I wish the author the best of luck and hope they have the courage to ask the tough questions. I think they need to ask some tough questions.