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1435462858_413515.pptxChapter 11
Developing Leadership Diversity
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.
©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
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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.
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
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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.
Exhibit 11.1 - Traditional vs. Inclusive Models of Diversity
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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
©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
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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.
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
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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.
Exhibit 11.2 - Primary Domestic Responsibilities of High-Achieving Men and Women
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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
©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
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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.
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
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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.
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
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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.
Exhibit 11.6 - Are Leaders Expected to Be Experts?
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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
©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 11.7 - Stages of Personal Diversity Awareness
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Source: Based on M. Bennett, “A Developmental Approach to Training for Intercultural Sensitivity,” International Journal of Intercultural Relations 10 (1986), pp. 179–196
©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.
