3.12 leadership (1)

INCLUSIVE LEADERSHIP: PART 2C

ROLE OF THE INCLUSIVE LEADER?

https://www.vox.com/recode/2020/ 12/4/22153786/google-timnit-gebru- ethical-ai-jeff-dean-controversy-fired

Implicit stereotypes: when people judge others according to unconscious stereotypes

Similarity-attraction bias: tendency to more easily and deeply connect with people who “look and feel” like ourselves

In-group favouritism: tendency to favour members of in-groups and neglect members of out-groups

Attribution error: when the wrong reason is used to explain someone’s behaviour; coupled with in-group favouritism, this results in a positive attribution for in-group members and a negative attribution for out- group members

Confirmation bias: seeking or interpreting information that is partial to existing beliefs

Groupthink: when the desire for group harmony overrides rational decision making

COGNIZANCE OVERCOMES BIAS

Bias conscious and unconscious

Training: from values to skill

Diversity by process design

RECRUITMENT

•Job market and recruitment process •Salary and conditions negotiation •Promotion and progression processes •Performance and success at work

Cultivate critical awareness of how aspects of your identity might affect

So that you can plan response and take appropriate action that maximises your progression and success

PERSONALISING INCLUSIVE LEADERSHIP

•Challenging discrimination in individuals in your team

•Challenging your organisation e.g. institutional racism

•Opportunities WRES, RECM, Stonewall •Government imperative to publish gender pay gap

data

Your role in promoting anti- discriminatory practice

PERSONALISING INCLUSIVE LEADERSHIP

•Bias •Unconscious bias •Sources of privilege •Deconstructing “merit”

Reflect on

PERSONALISING INCLUSIVE LEADERSHIP

 Bourke, J. and Dillon, B. (2016). The six signature traits of inclusive leadership Thriving in a diverse new world. Deloitte Consulting. https://www2.deloitte.com/insights/us/en/topics/talent/six-signature-traits-of- inclusive-leadership.html [Accessed November 1 2018]

 Department for Business, Innovation & Skills (2013) The business case for equality and diversity: a survey of the academic literature. https://www.gov.uk/government/publications/the-business-case-for-equality -and- diversity -a-survey-of-the-academic-literature [Accessed November 1 2018]

REFERENCES

THANK YOU

INCLUSIVE LEADERSHIP: PART 2B

•Business

Cases for EDI

Inclusive Leadership & Cases for Diversity

•Cultural Intelligence Case Study •Dove •H&M

Seminar

LECTURE 2B WILL COVER

THE BUSINESS CASE: COURAGE

COMMITMENT COLLABORATION

CURIOSITY CULTURAL INTELLIGENCE

COGNIZANCE

Business Case •Organisation can use strategic and individual focused approaches to improve its overall performance

4 MAIN CASES FOR DIVERSITY

“Managing Diversity initiatives seek to fully develop the potential of each employee and turn the different sets of skills that each employee brings into a business advantage. Through

fostering the difference, team creativity, innovation and problem-solving can be enhanced. The focus is therefore, much more on the individual rather than the group. Having a diverse workforce not only enables organisations to understand and

meet customer demand better, but also helps attract investors and clients as well as reduce the costs associated with

discriminations.” (Davidson & Fielden, 2003)

PHILOSOPHY BEHIND THE BUSINESS CASE

Diverse leadership

Diverse Workforce •recruitment •retention

Business performance Reputation

THE BUSINESS CASE FOR DIVERSITY

 Internal Business Benefits Diverse perspectives from diverse

workforce  Improved operations internal to the

firm Better creativity Better Innovation Better problem-solving Resulting in better decisions Diverse workforce can offer greater

flexibility

BUSINESS PERFORMANCE: COLLABORATION, CURIOSITY & THOUGHT DIVERSITY

External Business Benefits Firms better represent the world and

legislative environment Having staff with roots in other

countries and cultures can help a business address its products appropriately and sensitively to new markets Growth sales Companies with diverse leadership

tended to have strong financial performance

BUSINESS PERFORMANCE: COLLABORATION, CURIOSITY & THOUGHT DIVERSITY

SEMINAR ACTIVITY: CULTURALLY INTELLIGENT OR

NOT?

CULTURAL INTELLIGENCE: REPUTATION

https://padlet.com/dyneshia_johnson/tkbbo1him0afa43h https://padlet.com/dyneshia_johnson/edjpugpf0y486ix

•If you do not search them online •What was the public’s response to the advertisements? •How did H&M and Dove respond in the wake of public sentiment?

Do you remember these advertisements and the controversy around them?

•DOVE: https://padlet.com/dyneshia_johnson/tkbbo1him0afa43h •H&M: https://padlet.com/dyneshia_johnson/edjpugpf0y486ix •Click the PINK CIRCLE to add your thoughts

Next copy and paste the links to the Padlets

•Advertising Executive •Global Customers

Consider 2 perspectives

Be prepared to debate!

SEMINAR: BE READY TO DEBATE!

WHAT OF TECHNOLOGY? EMERGING TRENDS THAT CALL

FOR INCLUSIVE LEADERSHIP

FROM THE ANECDOTAL

TO RESEARCH

TO APPLICATION

WHY IS THIS?