3.12 leadership (1)

InclusiveLeadership_Part2Aweek17-Copy.pptx

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Inclusive Leadership: Part 2A ENTE 3522: Perspective on creative leadership Dr Imran Hossain Email: [email protected]

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Last week We covered

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Lecture 2a will cover

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Recap

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Six traits that characterise an inclusive mind-set and inclusive behaviour

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Inclusive Leadership & Cases for Diversity

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4 main Cases for diversity

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Each case can be linked to the 6 traits of the inclusive leader

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The Moral case : Courage Commitment

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4 main Cases for diversity

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The Moral Case for Diversity & Inclusion

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Human rights act of 1998 https://www.legislation.gov.uk/ukpga/1998/42/contents (Citizen’s Advice Bureau, 2020)

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The Legal case Courage Commitment

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4 main Cases for diversity

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the Legal case for Diversity & Inclusion 2010 Equality Act

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(Equality & Human Rights Commission, 2018)

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The Protected Characteristics

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The crown act

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Commitment Courage Reflection point 1: Consider whether Diversity has anything to do with you List how many Protected characteristics apply to you

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intersectionality

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women of colour are also missing from across the range of public and private sectors

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THE ECONOMIC CASE : Courage Commitment Cognizance

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4 main Cases for diversity

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The Economic case for Diversity & Inclusion

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(Financial Times, 2020) (The Guardian, 2020) THE ROLE OF COURAGE, COMMITMENT & COGNIZANCE

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Next lecture 2b

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Equality, Diversity & Inclusion Contemporary EDI issues in business Why Inclusive Leadership Contemporary EDI issues in society What is Inclusive Leadership

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Equality, Diversity & Inclusion Contemporary EDI issues in society Contemporary EDI issues in business Why Inclusive Leadership What is Inclusive Leadership

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Cases for EDI Moral 2A Legal 2A Economic 2A How Inclusive Leadership links to Cases for Diversity Business 2B

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Moral 2A Legal 2A Economic 2A Business 2B Cases for EDI How Inclusive Leadership links to Cases for Diversity

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TRAITS: Initially thought to be inherited include all relatively enduring qualities that distinguished leaders from nonleaders (Kirkpatrick & Locke, 1991). leader traits can be defined as relatively coherent and integrated patterns of personal characteristics, reflecting a range of individual differences, that foster consistent leadership effectiveness across a variety of group and organizational situations ( Zaccaro , Kemp, & Bader, 2004) Curious: actively seeking other perspectives Cultural intelligence: different people see things differently Collaboration: teams are heterogenous and solves problems better Courage: to disrupt tradtional hierarchies and power structures e.g being a ally to women Commitment: sticking to these beliefs Cognizant: self aware of weaknesses; vulnerable authentic and compassionate; recognize that bias i.e. preference based on their own beliefs can sometimes be a source of weakness; activle seek descent; Beware of leaders who want ‘yes men’ lack of descent can lead a company to trouble 5

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Moral case Legal case Economic Case Business Case

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Moral case Legal case Economic Case Business Case

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Moral Case Courage Commitment Legal Case Courage Commitment Economic Case Courage Commitment Cognizance Business Case Courage Commitment Collaboration Curiosity Cultural intelligence Cognizance

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Moral Case Courage Commitment Legal Case Courage Commitment Economic Case Courage Commitment Cognizance Business Case Courage Commitment Collaboration Curiosity Cultural intelligence Cognizance

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https://www.youtube.com/watch?v=rspZv2a0Pp8 9

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Moral case Organisations should attend to equality issues because it is the good and right thing to do

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Moral case Organisations should attend to equality issues because it is the good and right thing to do

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Commitment: This combination of intellect (that is, belief in the business case) and emotion (that is, a sense of fair play and caring for people as individuals, not “resources”) is consistent with the “head and heart” strategy emphasized by change expert John Kotter. Courage: Highly inclusive leaders speak up and challenge the status quo, and they are humble about their strengths and weaknesses. Courage also comes into play in a willingness to challenge entrenched organizational attitudes and practices that promote homogeneity. Moral is creating equality of opportunity it’s the right thing to do e.g. London allowance People start at different points: determined by multiple factors so you cant capitalise on every opportunity Equal boost doesn’t work infacvt it a waste of resources Equity is different levels support everyone can see over and contribute Address Stuctural inequalites while making reasonable adjustment Fence due to attiude and unconscious biases: Dismantle attitudes that create the fence 11

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Legal case Organisations will face legal challenges if the ignore equality issues

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Legal case Organisations will face legal challenges if the ignore equality issues

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Can you list the protected characteristics? 15

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1 2 3 Legal responsibility for employers to work towards eliminating discrimination and reducing inequalities Outlines what employers and employees must do to make their workplaces a fair environment and comply with the law Made it illegal to discriminate against those with specific characteristics 4 https:// www.legislation.gov.uk / ukpga /2010/15/contents https:// www.citizensadvice.org.uk /law-and-courts/discrimination/about-discrimination/equality-act-2010-discrimination-and-your-rights/

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1 Legal responsibility for employers to work towards eliminating discrimination and reducing inequalities 2 Outlines what employers and employees must do to make their workplaces a fair environment and comply with the law 3 Made it illegal to discriminate against those with specific characteristics 4 https:// www.legislation.gov.uk / ukpga /2010/15/contents https:// www.citizensadvice.org.uk /law-and-courts/discrimination/about-discrimination/equality-act-2010-discrimination-and-your-rights/

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Exercise: 1. all stand 2. Wait until I list everything 3. Sit if any of these apply to you Do you want a predominantly male voice gender based violence; on reproductive health/family planning; living wage; Other aspects: Socioeconomics https:// www.bbc.co.uk /news/magazine-22000973 https:// www.pressgazette.co.uk /demolition-live-video-helps-johnston-press-reach-1-2m-people-on-facebook/ 17

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Age Race Sex Gender reassignment status Disability Religion or belief Sexual orientation Marriage and civil partnership status Pregnancy and maternity

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Age Race Sex Gender reassignment status Disability Religion or belief Sexual orientation Marriage and civil partnership status Pregnancy and maternity

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For instance: I am black/single/international 19

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Originates in feminist ideology: not all women are the same Contemporary approach to critique the ‘single category’ approach common to research and policy An individual can belong to multiple categories. ‘One size fits all’ incorrectly assumes equivalence between disadvantaged groups Creates resource competition between groups However quantifying disadvantages of these multiple categories is not a simple case of “adding together”

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Originates in feminist ideology: not all women are the same An individual can belong to multiple categories. However quantifying disadvantages of these multiple categories is not a simple case of “adding together” ‘One size fits all’ incorrectly assumes equivalence between disadvantaged groups Creates resource competition between groups Contemporary approach to critique the ‘single category’ approach common to research and policy

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The data shows that : there are no women of colour represented within the highest levels of the civil service since its formation in 2009, there has never been a person of colour Supreme Court Judge there are no women of colour among the CEOs of the FTSE 100 women of colour make up just 1% of university vice-chancellors

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there are no women of colour represented within the highest levels of the civil service since its formation in 2009, there has never been a person of colour Supreme Court Judge there are no women of colour among the CEOs of the FTSE 100 women of colour make up just 1% of university vice-chancellors The data shows that :

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spend 23

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Economic Case Organisations could face financial loss if they are take to court or if they limit their selection pool of potential employees

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Economic Case Organisations could face financial loss if they are take to court or if they limit their selection pool of potential employees

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Commitment: This combination of intellect (that is, belief in the business case) and emotion (that is, a sense of fair play and caring for people as individuals, not “resources”) is consistent with the “head and heart” strategy emphasized by change expert John Kotter. Courage: Highly inclusive leaders speak up and challenge the status quo, and they are humble about their strengths and weaknesses. Courage also comes into play in a willingness to challenge entrenched organizational attitudes and practices that promote homogeneity. Cognizance of Bias Highly inclusive leaders are mindful of personal and organizational blind spots, and self-regulate to help ensure “fair play.” “The leaders that are inclusive do a couple of things,” says Sodexo’s Anand. “At the individual level, they are very self-aware, and they act on that self-awareness. And they acknowledge that their organizations, despite best intentions, have unconscious bias, and they put in place policies, processes, and structures in order to mitigate the unconscious bias that exists.” 24

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Commitment: This combination of intellect (that is, belief in the business case) and emotion (that is, a sense of fair play and caring for people as individuals, not “resources”) is consistent with the “head and heart” strategy emphasized by change expert John Kotter. Courage: Highly inclusive leaders speak up and challenge the status quo, and they are humble about their strengths and weaknesses. Courage also comes into play in a willingness to challenge entrenched organizational attitudes and practices that promote homogeneity. Cognizance of Bias Highly inclusive leaders are mindful of personal and organizational blind spots, and self-regulate to help ensure “fair play.” “The leaders that are inclusive do a couple of things,” says Sodexo’s Anand. “At the individual level, they are very self-aware, and they act on that self-awareness. And they acknowledge that their organizations, despite best intentions, have unconscious bias, and they put in place policies, processes, and structures in order to mitigate the unconscious bias that exists.” 25

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Impact on decision making Dyneshia Johnson Imran Hossain 58 2020-10-28T12:59:57Z 2024-01-23T09:36:11Z

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3504 1583 Microsoft Office PowerPoint Widescreen 186 26 19 0 0 false Fonts Used 4 Theme 1 Slide Titles 26 Calibri Franklin Gothic Medium Wingdings Wingdings 2 Grid Inclusive Leadership: Part 2A Last week We covered Lecture 2a will cover Recap Six traits that characterise an inclusive mind-set and inclusive behaviour Inclusive Leadership & Cases for Diversity 4 main Cases for diversity Each case can be linked to the 6 traits of the inclusive leader The Moral case: Courage Commitment 4 main Cases for diversity The Moral Case for Diversity & Inclusion Human rights act of 1998 The Legal case Courage Commitment 4 main Cases for diversity the Legal case for Diversity & Inclusion 2010 Equality Act PowerPoint Presentation The Protected Characteristics The crown act Reflection point 1: Consider whether Diversity has anything to do with you List how many Protected characteristics apply to you intersectionality women of colour are also missing from across the range of public and private sectors THE ECONOMIC CASE: Courage Commitment Cognizance 4 main Cases for diversity The Economic case for Diversity & Inclusion PowerPoint Presentation Next lecture 2b false false false 16.0000