Final Paper Assignment

MSL 6000, Psychological Foundations of Leadership 1

Course Learning Outcomes for Unit VIII Upon completion of this unit, students should be able to:

1. Summarize the major psychological foundations of leadership. 2. Assess influence tactics used by leaders. 3. Appraise how leadership behaviors and situational factors can affect leadership success. 5. Differentiate among various leader types. 6. Examine the characteristics a leader needs to achieve organizational objectives.

Course/Unit Learning Outcomes

Learning Activity

1 Unit Lesson Chapter 11 Unit VIII Final Paper

2 Unit Lesson Chapter 11 Unit VIII Final Paper

3 Unit Lesson Chapter 11 Unit VIII Final Paper

5 Unit Lesson Chapter 11 Unit VIII Final Paper

6 Unit Lesson Chapter 11 Unit VIII Final Paper

Reading Assignment In addition to a physical copy of the textbook, each unit contains the eTextbook version of the assigned reading chapters. If preferred, click on Unit VIII in the course navigation menu to access the online version of the assigned chapters. Chapter 11: Developing Leadership Diversity, pp. 327–350

Unit Lesson Unit VIII concludes our discussion on the psychological foundations of leadership by focusing on developing leadership diversity. The goal of this unit is to provide you with a better understanding of the challenges leaders face when employing a diverse team. Leaders in today’s multicultural work environment must be keenly aware of the diversity issues that may arise in an organization. Leaders must understand and work toward reducing the difficulties faced by minorities on their teams. Leaders should not only support but also encourage diversity within an organization. As you work through the material in this unit, consider the role cultural values and attitudes play in determining how a leader might address cultural and ethnic backgrounds in a workplace setting. Leadership Diversity The demographics of the work force are constantly changing, and this has led to expanding attitudes on workforce diversity. Workforce diversity is “a workforce made up of people with different human qualities or

UNIT VIII STUDY GUIDE

Diversity, Influence, and Power

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who belong to various cultural groups” (Daft, 2018, p. 329). This diverse workforce not only creates more opportunities to develop employees but also is the foundation for business, interpersonal, and organizational relations. It is imperative that a leader develops a solid base of diverse talent. Rapid globalization is leading to lightning-speed changes in organizations. This places more pressure on leaders to ensure they have a diverse workgroup along with an inclusive corporate

culture. Daft (2018) states that 39% of the United States’ population now falls under the minority category. Today’s leaders must focus on relationship building and inclusion. Leaders should concentrate on building integrated communities through affinity groups based on social identity such as gender or race and finding ways to support these groups within their organizations. Keep in mind the ultimate goal for the leader is to encourage, support, respect, and collaboratively bind together a team to attain and fulfill an organization’s goals, objectives, and purpose. To be an effective leader, you have to learn how to lead people who are different from you. Chances are, you will not lead a team that consists of people who are exactly like you. Not everyone will be motivated by the same factors or feel appreciated in the same way. Some people will respond well to positive affirmations such as being told they are doing a great job; others might expect some type of compensation or reward for their efforts. The table below illustrates the myriad of ways people differ, such as their race, gender, lifestyle, competency level, or nationality (Daft, 2018, p. 330). The cultural values of many organizations do not actively support or even value diversity, which adds another challenge to a leader’s ability to manage a diverse workforce.

Traditional Diversity: Inclusive Diversity: Differences that are immediately observable All the ways in which people may differ

Age Race Race Parent Gender Pay Level Gender Language

Disability Lifestyle Lifestyle Work Style Pay Level Military Experience Function Position Competency Nationality Income Personality

(Daft, 2018, p. 330)

As demographics and workplace values shift, leaders’ attitudes toward diversity also need to expand. Companies are likely dealing not only with a diverse employee group but also with a diverse customer base. Leaders should focus on creating an inclusive environment for both their employees and their clients. This environment should be one where people feel respected and valued. This requires research, planning, and buy-in at all levels of the organization. It is a natural tendency to focus on ethnocentrism, or the idea that our own beliefs are superior to others (Daft, 2018). Overcoming stereotypes and preconceived prejudices is not easy and is something that most leaders will have to address to some degree.

Workforce Diversity: A workforce made up of people with different human qualities or who belong to various cultural

groups

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One specific type of bias is the idea of a glass ceiling. This is the invisible barrier that limits women and minorities from attaining leadership positions (Daft, 2018). While still underrepresented, women and minorities have made great strides in making cracks in the glass ceiling. Indra Nooyi, the CEO of PepsiCo, is an example of a woman who has broken through the glass ceiling barrier to be a respected, world- renowned leader. Some organizations have made a concentrated effort to help minorities and women succeed in leadership positions. For example, companies can employ leadership development programs with the aim of promoting and supporting minorities into leadership positions within their organization. Exhibit 11.3 in your textbook compares the leadership qualities of men and women, as rated by subordinates. Women score high in idealized influence, intellectual stimulation, extra effort, and employee satisfaction. Women tend to emphasize a consensual and collaborative leadership process that focuses on inclusion and relationship building (Daft, 2018). In today’s multicultural environment, successful leaders will be those who are flexible and adaptable. Cultural intelligence (CQ) refers to a leader’s ability to “use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses” (Daft, 2018, p. 344). A leader who develops a high CQ will be able to adapt to new situations quickly. Cultural intelligence requires leaders to focus on cognitive, emotional, and physical components all at once in order to successfully lead their culturally diverse team. Diversity is a fact of life in 21st-century leadership. Organizations need to not only recognize but embrace a diverse workforce. A diverse work force will help an organization build lasting relationships with a diverse customer base. The ultimate goal of a diverse leader is to build an organization that is inclusive, supportive, and focuses on mutual respect. Influential Leadership All leaders have the ability to influence their followers. There is no single right approach to leading others that applies to every situation. Leading a diverse team can challenge a leader’s ability to balance adapting to the needs of each team member while also embracing their differences. An influential leader working with diverse followers must focus on inclusion and collaboration of his or her varied team. The leader will need to focus on building trust and encouraging individuals to feel comfortable expressing their opinions even if they differ from the status quo.

Indra Nooyi at the World Economic Forum in 2008 (World Economic Forum, 2008)

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Four Kinds of Influential Leadership A leader’s style and characteristics are influenced by several factors and dimensions. Influential leadership is categorized as either transformational, charismatic, coalitional, or Machiavellian (Daft, 2018). An organization’s vision, strategy, and culture lay in the hands of the transformational leader. To transform is to change, and leaders may find themselves tasked with changing the organization and the mindset of the followers within the organization. It is important to note that transformational leadership is a characterization and differs from transactional

leadership, which is a process. Transformational leaders can easily inspire others to see beyond self- gratification and work toward the overall good of the organization (Daft, 2018). Many CEOs and entrepreneurs are transformational leaders due to their aggressiveness and determination. Charismatic leaders are personable and motivate people to go above and beyond what they would normally do. These leaders create an acceptance of change, inspiration, and hope. Their followers are persuaded by influence and want to be a part of this type of leader’s environment (Daft, 2018). Many politicians are charismatic leaders and are portrayed as approachable through verbiage, tone, and delivery. Mahatma Gandhi, John F. Kennedy, and Martin Luther King, Jr. are examples of charismatic leaders. Coalitional leaders involve developing a group of individuals who share a common interest. These types of leaders are unique due to their ability to collectively gather commonalities that bring forth strengths in a group and parlay opportunities among members to work together toward the goals that will better the organization. Listening is a strong characteristic of this type of leader and is useful when recruiting and engaging diverse team members (Daft, 2018). Machiavellian-style leaders focus more on acquiring individual power than on collaborating with others. Ruthlessness, to the point of being almost vindictive, characterizes this type of leader’s behavior. Machiavellian leaders are not primarily focused on the betterment of the group but more on their own personal agenda. They will eagerly cause distress among colleagues and are difficult personalities to work with (Daft, 2018). Joseph Stalin is an example of a Machiavellian leader. In today’s diverse work organizations, successful leaders typically work on a swinging continuum of hard and soft power, adapting their leadership style based on the situation at hand. Leaders wear many different hats each day and may find themselves adapting pieces of various leadership styles and strategies for each employee and each situation that presents itself. As we conclude our study of the psychological foundations of leadership, consider that the key element to understanding the psychology of leadership is to recognize that leadership should be flexible. In the beginning of the course, we compared the leadership styles of Walt Disney, founder of Walt Disney Corporation (WDC), and Disney’s current leader, Robert Igor. Many wanted Igor to be just like Walt Disney in regard to creativity and leadership. Igor knew he lacked the levels of creativity that Disney portrayed. Instead of trying to emulate Disney’s leadership style (which worked in the past), Igor evaluated the leadership needs of the current company and concluded that successful leadership of WDC in the 21st century would require a different path. Igor and Disney’s goals were similar as they both wished to grow the company in alignment with their mission of being the world’s leading producer of entrainment, but their approach to accomplishing this was different. The U.S. population, workforce, and customers are changing, and it can be difficult for leaders to keep up with the changing demands. The ultimate goal of 21st century leaders is for organizations to meet the needs of all

Transformational Leadership

Charismatic Leadership

Coalitional Leadership

Machiavellian- Style Leadership

(Daft, 2018)

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stakeholders by being flexible, resilient, focused on the mission and objectives of the organization, and embracing change.

References Daft, R. L. (with Lane, P. G.). (2018). The leadership experience (7th ed.). Boston, MA: Cengage Learning. World Economic Forum. (2008). Indra Nooyi - World economic forum annual meeting Davos 2008

[Photograph]. Retrieved from https://commons.wikimedia.org/wiki/File:Indra_Nooyi_- _World_Economic_Forum_Annual_Meeting_Davos_2008.jpg

Learning Activities (Nongraded) Nongraded Learning Activities are provided to aid students in their course of study. You are not required to submit these to your instructor but are encouraged to keep a copy for your personal files. If you have questions, contact your instructor for further guidance and information. Apply the Concepts: Take the Self-Assessment! Congratulations on making it to Unit VIII! This unit focuses on leadership diversity and cultural intelligence. To gain some insight into your ability to relate work effectively across cultures, take the Chapter 11 Self- Assessments. Click on Unit VIII in the course navigation menu, and then click on Nongraded Learning Activities.