1. Developing Leadership Diversity
Chapter 11
Developing Leadership Diversity

2. Chapter Objectives
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.
Reduce the difficulties faced by minorities in organizations.
Break down your personal barriers that may stand in the way of enhancing your level of diversity awareness and appreciation.

3. Diversity Workforce Diversity 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

4. 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

5. Social Value Systems Power Distance Uncertainty Avoidance
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

6. 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

7. Ex. 11.3 Rank Orderings of 10 Countries Along Four Dimensions of National Value Systems (adapted)
Country
Power
Uncertainty
Individualism
Masculinity
Australia 7 2 5
Costa Rica 8
2 (tie) 10 9
France 3 4
India 6
Japan 1
Mexico
Sweden
Thailand
United States

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

9. 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

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

11. Ex. 11.5 Evolution of Organizational Diversity Awareness and Action
Stage 5
Diversity is inherent in the culture
Gender and color-blind
Stage 4
Diversity as “Moral Imperative”
Top-level commitment to valuing diversity
Stage 3
Diversity as a competitive weapon
Effort to recruit/retain minorities
Stage 2
“We need to react”
Recognition of barriers minorities face
Stage 1
Meet legal requirements
Diversity as a “problem”

12. Diversity Awareness Training
Training that helps employees become aware of their own cultural boundaries, their prejudices and stereotypes, so that they can learn to work together successfully

13. Ex. 11.6 Stages of Personal Diversity Awareness
Highest Level of Awareness
Integration
Multicultural attitude – enables one to integrate differences and adapt both cognitively and behaviorally
Adaptation
Able to empathize with those of other cultures
Able to shift from one cultural perspective to another
Acceptance
Accepts behavioral differences and underlying differences in values
Recognizes validity of other ways of thinking and perceiving the world
Minimizing Differences
Hides or trivializes cultural differences
Focuses on similarities among all peoples
Defense
Perceives threat against one’s comfortable worldview
Uses negative stereotyping
Assumes own culture superior
Lowest Level of Awareness