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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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Presentation on theme: "©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part."— Presentation transcript:

1 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6e ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 11 Developing Leadership Diversity

2 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Understand and reduce the difficulties faced by minorities in organizations Apply an awareness of the dimensions of diversity and multicultural issues in everyday life Encourage and support diversity to meet organizational needs 2

3 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Consider the role of cultural values and attitudes in determining how to deal with employees from different cultures or ethnic backgrounds Break down personal barriers that may stand in the way of becoming an inclusive leader Use sponsorship and employee affinity groups to support female and minority participation and advancement 3

4 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit Traditional vs. Inclusive Models of Diversity 4 Source: Based on Anthony Oshiotse and Richard O’Leary, “Coming Creates an Inclusive Culture to Drive Technology Innovation and Performance,” Global Business and Organizational Excellence 26, no 3(March/April 2007), pp. 7–21

5 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Challenges Minorities Face Belief that one’s own culture and subculture are inherently superior to other cultures Ethnocentrism Adverse feeling or opinion formed without regard for the facts Prejudice Rigid, exaggerated, irrational, and negative belief or image associated with a particular group of people Stereotype 5

6 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Challenges Minorities Face Treating people differently based on prejudicial attitudes and stereotypes Unconscious bias theory - People’s decisions are influenced by unconscious prejudice Discrimination Invisible barrier that separates women and minorities from top leadership positions Glass walls - Invisible barriers to lateral movement within the organization Glass ceiling 6

7 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit Primary Domestic Responsibilities of High-Achieving Men and Women 7 Source: National Parenting Association, as reported in Sylvia Ann Hewlett, “Executive Women and the Myth of Having It All,” Harvard Business Review (April 2002), pp. 66–73

8 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Dimensions of Social Value Systems Degree to which members of a society feel uncomfortable with uncertainty and ambiguity Support beliefs and behaviors that promise certainty and conformity Uncertainty avoidance Value for a loosely knit social framework in which individuals are expected to take care of themselves Individualism 8

9 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Dimensions of Social Value Systems Preference for a tightly knit social framework in which people look out for one another and organizations protect their members’ interests Collectivism Preference for achievement, heroism, assertiveness, work centrality, and material success Masculinity Preference for relationships, cooperation, group decision making, and quality of life Femininity 9

10 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Cultural Intelligence (CQ) Using reasoning and observation to interpret unfamiliar situations and devise appropriate behavioral responses Components – Cognitive - Observational and learning skills and the ability to understand – Emotional - Self-confidence and self- motivation – Physical - Ability to shift speech patterns, expressions, and body language 10

11 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit Are Leaders Expected to Be Experts? 11 Source: André Laurent, “The Cultural Diversity of Western Conceptions of Management,” International Studies of Management and Organization 13, no. 1–2 (Spring-Summer, 1983), pp. 75–96. Adapted from ADLER, International Dimensions of Organizational Behavior, 5E

12 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit Stages of Personal Diversity Awareness 12 Source: Based on M. Bennett, “A Developmental Approach to Training for Intercultural Sensitivity,” International Journal of Intercultural Relations 10 (1986), pp. 179–196


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