Developing Leadership Diversity

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Chapter 11

• Developing Leadership Diversity

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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.

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

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Ethnocentrism
The belief that ones own culture and subculture
are inherently superior to other cultures
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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
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Glass Ceiling
An invisible barrier that separates women and
minorities from top leadership positions
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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

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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
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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

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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

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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

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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

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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

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Social Value Systems

• Individualism
• A value for a loosely knit social framework in
  which individuals are expected to take care of
  themselves

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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

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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

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Social Value Systems

• Masculinity
• A preference for achievement, heroism,
  assertiveness, work centrality, and material
  success

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Social Value Systems

• Femininity
• A preference for relationships, cooperation,
  group decision making and quality of life.

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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

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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

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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

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Ex. 11.4 Rank Orderings of 10 Countries Along
Four Dimensions of National Value Systems
(adapted)
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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)

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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

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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

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Cultural Intelligence (CQ)
refers to a persons ability to use reasoning
and observation skills to interpret unfamiliar
gestures and situations and devise appropriate
behavioral responses.
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Ex. 11.5 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 ones
comfortable worldview Uses negative
stereotyping Assumes own culture superior
Lowest Level of Awareness
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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.

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Personal Qualities for Leading Diverse People

• An openness to change themselves.
• Mentoring and empowerment of diverse employees.