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Chapter 11

Chapter 11. Developing Leadership Diversity. 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

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Chapter 11

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  1. Chapter 11 Developing Leadership Diversity

  2. 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

  3. 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

  4. Exhibit 11.1 - Traditional vs. Inclusive Models of Diversity 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

  5. Challenges Minorities Face • Ethnocentrism • Belief that one’s own culture and subculture are inherently superior to other cultures • Prejudice • Adverse feeling or opinion formed without regard for the facts • Stereotype • Rigid, exaggerated, irrational, and negative belief or image associated with a particular group of people

  6. Challenges Minorities Face • Discrimination • Treating people differently based on prejudicial attitudes and stereotypes • Unconscious bias theory - People’s decisions are influenced by unconscious prejudice • Glass ceiling • Invisible barrier that separates women and minorities from top leadership positions • Glass walls - Invisible barriers to lateral movement within the organization

  7. Exhibit 11.2 - Primary Domestic Responsibilities of High-Achieving Men and Women 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

  8. Dimensions of Social Value Systems • Uncertainty avoidance • Degree to which members of a society feel uncomfortable with uncertainty and ambiguity • Support beliefs and behaviors that promise certainty and conformity • Individualism • Value for a loosely knit social framework in which individuals are expected to take care of themselves

  9. Dimensions of Social Value Systems • Collectivism • Preference for a tightly knit social framework in which people look out for one another and organizations protect their members’ interests • Masculinity • Preference for achievement, heroism, assertiveness, work centrality, and material success • Femininity • Preference for relationships, cooperation, group decision making, and quality of life

  10. 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

  11. Exhibit 11.6 - Are Leaders Expected to Be Experts? 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

  12. Exhibit 11.7 - Stages of Personal Diversity Awareness Source: Based on M. Bennett, “A Developmental Approach to Training for Intercultural Sensitivity,” International Journal of Intercultural Relations 10 (1986), pp. 179–196

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