Topic 11 Leadership and Diversity

Gender and Leadership Sex-Based Discrimination –Implicit Theories –Stereotypes and Role Expectations

Gender and Leadership Sex-Based Discrimination –Other Explanations A lack of opportunity to gain experience and visibility in types of positions that would facilitate advancement Higher standards of performance for women than for men Exclusion of women from informal networks that aid advancement Lack of encouragement and opportunity for developmental activities

Gender and Leadership Sex-Based Discrimination –Other Explanations Lack of opportunity for effective mentoring Difficulties created by competing family demands A lack of strong action by top management to ensure equal opportunity Intentional efforts by some men to retain control of the most powerful positions for themselves

Leadership and Gender The past two decades have seen significant increases in the number of women in business, law, and medicine –An increase in the number of women occupying leadership positions –Interest in the effects of sex and gender in terms of leader emergence, leadership style, uses of power, and effectiveness

Sex and Gender Role Two factors associated with individuals emerging as leaders in groups are biological sex and gender role Past research has consistently shown that men more often emerge as leaders than women (disputed by recent research) Recent evidence suggests that there have been shifts in societal acceptance of women as leaders Changes also appear to be occurring in perceptions of the importance of stereotypically masculine and feminine characteristics

Gender Role Effects Roles of the sexes have been blurred due to several trends: –The women’s movement of recent decades –The mass of women in the workforce –The increasing number of women managers –Societal shifts in gender-role perceptions A man or woman may possess either masculine or feminine characteristics, or both (androgynous individuals) –Gender role is a better predictor of leader emergence than sex.

Guidelines for Managing Diversity Set an example in your own behavior of appreciation for diversity Encourage respect for individual differences Promote understanding of different values, beliefs, and traditions Explain the benefits of diversity for the team or organization Encourage and support others who promote tolerance of diversity

Guidelines for Managing Diversity Discourage use of stereotypes to describe people Identify biased beliefs and role expectations for women or minorities Challenge people who make prejudiced comments Speak out to protest against unfair treatment based on prejudice Take disciplinary action to stop harassment of women or minorities

Work Force Trends The average age of the work force is increasing White males now constitute less than 50 percent of the work force An increasing number of new entrants into the work force are women and people of color

 Average age will be close to 40  Percentage of whites will drop from 72% in 2000 to 62%  Hispanics will grow to 18.5% outnumbering African Americans  More that 50% of the population of Hawaii, California, New Mexico, and Texas will be from minority group U.S. Demographic Trends (by 2025)

 Non-English speaking households are increasing  By 2050, average citizen will be non-European  By 2050, only 60% of the new labor force will be white  By 2050, half of the new labor force will be female U.S. Demographic Trends (cont’d)

Advantages of Managing for Diversity Reduction of turnover and absenteeism costs Offers a marketing advantage Advantage in recruiting and retaining talented people Unlocks the potential for excellence A creativity advantage and improved problem-solving and decision-making

Multicultural Leader A leader with skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles

The Multicultural Organization

Cultural Diversity Initiatives Hold managers accountable for achieving diversity Establish minority recruitment, retention, and mentoring programs Conduct diversity training

Cultural Diversity Initiatives (cont’d) Conduct intercultural training Encourage the development of employee networks Avoid group characteristics when hiring for person-organization fit

Summary The modern leader must be multicultural Managing for diversity brings a competitive advantage to the firm The leader must be aware of overt and subtle cultural differences to influence, motivate, and inspire culturally diverse people

Summary (cont’d) Differences in cultural values help explain differences among people Cultural values influence leadership style as well as the behavior of other workers Cultural sensitivity is essential for inspiring people from different cultures