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Chapter 11Chapter 11

Developing Leadership DiversityDeveloping Leadership Diversity

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"We may have different religions, different

languages, different colored skin, but we all belong to one human race."

Kofi Annan

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EthnocentrismEthnocentrism

The belief that one’s own culture and subculture are inherently superior to other cultures

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BiculturalismBiculturalism

The sociocultural skills and attitudes used by racial minorities as they move back and forth between the dominant culture and their own ethnic or racial culture

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Glass CeilingGlass Ceiling

An invisible barrier that separates women and minorities from top leadership positions

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DiversityDiversity

Workforce Diversity– A workforce made up of people with different human

qualities or who belong to various cultural groups

Diversity– Differences among people in terms of age, ethnicity,

gender, race, or other dimensions

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Interactive LeadershipInteractive Leadership

A leadership style in which people develop personal relationships with followers, share power and information, empower employees, and strive to enhance others’ feelings of self-worth

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Social Value SystemsSocial Value Systems

Power Distance– How much people accept equality in power;

high power distance reflects an acceptance of power inequality among institutions, organizations, and individuals. Low power distance means people expect equality in power

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Power DistancePower Distance

• Low Power Distance– Uncomfortable with

differences in wealth, status, power and privilege

– Promote equal rights– Emphasize

interdependence

• High Power Distance– Inequality natural– Superiors are special

and deserve special privileges

– Obligated to take care of subordinates

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Social Value SystemsSocial Value Systems

Uncertainty Avoidance– The degree to which members of a society

feel uncomfortable with uncertainty and ambiguity and thus support beliefs and behaviors that promise certainty and conformity

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Uncertainty AvoidanceUncertainty Avoidance• High

– View uncertainty as a threat

– Less tolerant– Believe in written rules– Seek security– Give more weight to age

and seniority when selecting leaders

– Managers seem unapproachable

– Are more loyal

• Low– Accept uncertainty as a

fact of life– Experience less stress– Take more risks– Less concerned about

rules– More likely to trust their

own judgment– Emphasize interpersonal

relationships

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Social Value SystemsSocial Value Systems

Individualism– A value for a loosely knit social framework in

which individuals are expected to take care of themselves

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Social Value SystemsSocial Value Systems

Collectivism– A preference for a tightly knit social framework

in which people look out for one another and organizations protect their members’ interests

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Individualism-CollectivismIndividualism-Collectivism• Emphasizes needs and goals

of individual• Respond to material rewards• Decisions made by individuals• Leader provides autonomy and

opportunities for growth• Expect to be told of poor

performance

• Emphasizes group identity• Prefer team rewards• Expect mutual loyalty between

organizational leaders and followers

• New ideas come from the group

• Manage group behavior through group norms and social values

• Leaders nurture followers• Prefer indirect criticism

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Social Value SystemsSocial Value Systems

Masculinity– A preference for achievement, heroism,

assertiveness, work centrality, and material success

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Social Value SystemsSocial Value Systems

• Femininity– A preference for relationships, cooperation,

group decision making and quality of life.

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Masculinity-FemininityMasculinity-Femininity

• Men are assertive, competitive, ambitious and dominant

• Members more motivated by material success

• “Live to work”

• Women are encouraged to serve

• Are better at interpersonal relationships

• Put greater emphasis on intuition

• “Work to live”

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Long-Term/Short-Term OrientationLong-Term/Short-Term Orientation

• Encourage norms and behaviors that lead to future rewards

• Sacrifice immediate gratification for long term benefits

• Feelings of shame come from violation of social contracts and commitments

• Status relationships clearly defined

• Respect tradition• Expect quick results• Put much less importance

on persistence• Spend freely and have

lower savings rates• Under greater pressure to

demonstrate immediate progress

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GenerationsGenerations

• Veterans: born between 1922 and 1943 (52 million born)

• Baby Boomers: born between 1944 and 1960 (73 million born)

• Generation X: born between 1961 and 1980 (70 million born)

• Generation Y: born between 1981 and today (70 million born)

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Leadership Styles for Different Leadership Styles for Different GenerationsGenerations

• Veterans– Gain their trust– Respect their experience

• Baby Boomers– Show appreciation of work– Involve in decision making– Offer opportunities to serve as mentors

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Leadership Styles for Different Leadership Styles for Different GenerationsGenerations

• Generation X– Be truthful– Respect sense of work/life balance– Respect their experiences

• Generation Y– Provide structure and leadership– Clarify long-term goals– Offer mentoring programs

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Cultural Intelligence (CQ)Cultural Intelligence (CQ)

… refers to a person’s ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses.

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ExEx. . 11.511.5 Stages of Stages of Personal Diversity Personal Diversity

AwarenessAwareness

DefensePerceives threat against one’s comfortable worldviewUses negative stereotypingAssumes own culture superior

Minimizing Differences•Hides or trivializes cultural differences•Focuses on similarities among all peoples

Acceptance•Accepts behavioral differences and underlying differences in values•Recognizes validity of other ways of thinking and perceiving the world

Adaptation•Able to empathize with those of other cultures•Able to shift from one cultural perspective to another

IntegrationMulticultural attitude – enables one to integrate differences and adapt both cognitively and behaviorally

Lowest Level of Awareness

Highest Level of Awareness

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Personal Qualities for Leading Personal Qualities for Leading Diverse PeopleDiverse People

• A personal, long-range vision that recognizes and supports a diverse organizational community.

• A broad knowledge of the dimensions of diversity and awareness of multicultural issues.

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Personal Qualities for Leading Personal Qualities for Leading Diverse PeopleDiverse People

• An openness to change themselves.

• Mentoring and empowerment of diverse employees.