1 Chapter 11 Developing Leadership Diversity

2 Chapter Objectives Understand and reduce the difficulties faced by minorities in organizations. Apply an awareness of the dimensions of diversity and multicultural issues in your everyday life. Encourage and support diversity to meet organizational needs. Consider the role of cultural values and attitudes in determining how to deal with employees from different cultures or ethnic backgrounds. Break down your personal barriers that may stand in the way of enhancing your level of diversity awareness and appreciation.

3 "We may have different religions, different languages, different colored skin, but we all belong to one human race." Kofi Annan

4 Ethnocentrism The belief that one’s own culture and subculture are inherently superior to other cultures

5 Biculturalism The sociocultural skills and attitudes used by racial minorities as they move back and forth between the dominant culture and their own ethnic or racial culture

6 Glass Ceiling An invisible barrier that separates women and minorities from top leadership positions

7 Diversity Workforce Diversity –A workforce made up of people with different human qualities or who belong to various cultural groups Diversity –Differences among people in terms of age, ethnicity, gender, race, or other dimensions

8 Interactive Leadership A leadership style in which people develop personal relationships with followers, share power and information, empower employees, and strive to enhance others’ feelings of self-worth

9 Social Value Systems Power Distance –How much people accept equality in power; high power distance reflects an acceptance of power inequality among institutions, organizations, and individuals. Low power distance means people expect equality in power Uncertainty Avoidance –The degree to which members of a society feel uncomfortable with uncertainty and ambiguity and thus support beliefs and behaviors that promise certainty and conformity Individualism –A value for a loosely knit social framework in which individuals are expected to take care of themselves

10 Social Value Systems Power Distance –How much people accept equality in power; high power distance reflects an acceptance of power inequality among institutions, organizations, and individuals. Low power distance means people expect equality in power

11 Power Distance Low Power Distance –Uncomfortable with differences in wealth, status, power and privilege –Promote equal rights –Emphasize interdependence High Power Distance –Inequality natural –Superiors are special and deserve special privileges –Obligated to take care of subordinates

12 Social Value Systems Uncertainty Avoidance –The degree to which members of a society feel uncomfortable with uncertainty and ambiguity and thus support beliefs and behaviors that promise certainty and conformity

13 Uncertainty Avoidance High –View uncertainty as a threat –Less tolerant –Believe in written rules –Seek security –Give more weight to age and seniority when selecting leaders –Managers seem unapproachable –Are more loyal Low –Accept uncertainty as a fact of life –Experience less stress –Take more risks –Less concerned about rules –More likely to trust their own judgment –Emphasize interpersonal relationships

14 Social Value Systems Individualism –A value for a loosely knit social framework in which individuals are expected to take care of themselves

15 Social Value Systems Collectivism –A preference for a tightly knit social framework in which people look out for one another and organizations protect their members’ interests

16 Individualism-Collectivism Emphasizes needs and goals of individual Respond to material rewards Decisions made by individuals Leader provides autonomy and opportunities for growth Expect to be told of poor performance Emphasizes group identity Prefer team rewards Expect mutual loyalty between organizational leaders and followers New ideas come from the group Manage group behavior through group norms and social values Leaders nurture followers Prefer indirect criticism

17 Social Value Systems Masculinity –A preference for achievement, heroism, assertiveness, work centrality, and material success

18 Social Value Systems Femininity –A preference for relationships, cooperation, group decision making and quality of life.

19 Masculinity-Femininity Men are assertive, competitive, ambitious and dominant Members more motivated by material success “Live to work” Women are encouraged to serve Are better at interpersonal relationships Put greater emphasis on intuition “Work to live”

20 Long-Term/Short-Term Orientation Encourage norms and behaviors that lead to future rewards Sacrifice immediate gratification for long term benefits Feelings of shame come from violation of social contracts and commitments Status relationships clearly defined Respect tradition Expect quick results Put much less importance on persistence Spend freely and have lower savings rates Under greater pressure to demonstrate immediate progress

21 Social Value Systems (contd.) Collectivism –A preference for a tightly knit social framework in which people look out for one another and organizations protect their members’ interests Masculinity –A preference for achievement, heroism, assertiveness, work centrality, and material success Femininity –A preference for relationships, cooperation, group decision making, and quality of life

22 Ex Rank Orderings of 10 Countries Along Four Dimensions of National Value Systems (adapted) CountryPowerUncertaintyIndividualismMasculinity Australia 7725 Costa Rica 82 (tie) 109 France 32 (tie) 47 India 2966 Japan 5171 Mexico 1482 Sweden 10 3 Thailand 4698 United States 6814

23 Generations Veterans: born between 1922 and 1943 (52 million born) Baby Boomers: born between 1944 and 1960 (73 million born) Generation X: born between 1961 and 1980 (70 million born) Generation Y: born between 1981 and today (70 million born)

24 Leadership Styles for Different Generations Veterans –Gain their trust –Respect their experience Baby Boomers –Show appreciation of work –Involve in decision making –Offer opportunities to serve as mentors

25 Leadership Styles for Different Generations Generation X –Be truthful –Respect sense of work/life balance –Respect their experiences Generation Y –Provide structure and leadership –Clarify long-term goals –Offer mentoring programs

26 Cultural Intelligence (CQ) … refers to a person’s ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses.

27 Ex Stages of Personal Diversity Awareness Defense Perceives threat against one’s comfortable worldview Uses negative stereotyping Assumes own culture superior Minimizing Differences Hides or trivializes cultural differences Focuses on similarities among all peoples Acceptance Accepts behavioral differences and underlying differences in values Recognizes validity of other ways of thinking and perceiving the world Adaptation Able to empathize with those of other cultures Able to shift from one cultural perspective to another Integration Multicultural attitude – enables one to integrate differences and adapt both cognitively and behaviorally Lowest Level of Awareness Highest Level of Awareness

28 Personal Qualities for Leading Diverse People A personal, long-range vision that recognizes and supports a diverse organizational community. A broad knowledge of the dimensions of diversity and awareness of multicultural issues.

29 Personal Qualities for Leading Diverse People An openness to change themselves. Mentoring and empowerment of diverse employees.