Leadership and Diversity Management

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Presenter Kevin Palisi







Different human qualities or belong to different cultural groups In reality are workplaces more diverse today? The need for organisational diversity

Executive orientation
Manager – decision making at the top

Consequences
Distinctions between groups Motivation is not a responsibility Impossible to remove barriers that prevent contribution

Leader – decision making dispersed -

Each person must be a leader Leadership flows up and down Free of barriers for leaders

Leader
Distinctions Power bases Activities Shape, involve, innovate Informal, personal, social Define, direct & communicate

Manager
Chase, suggest & conform Formal, channels & results Develop, plan & organise

Leader commitment is a prerequisite for success  Committed leader ‘walks the talk’  Diversity is a strategic partner for meeting leaders goals Leader demonstrates evidence to:  support  challenge  champion 

From organisational change viewpoint  direction  importance  motivation Modelling behaviour by a leader involves  inclusiveness  accountability  awareness



Sociocultural environment

Social value systems  Cultural characteristics



Leadership implications

Global mindset  Relationships  Creativity



 

Unequal expectations Living bi-culturally The opportunity gap

Australian CEO's views on productive diversity and its potential outcomes 11% 15% 33%

Creation of Corporate Culture
Workforce Productivity

23%

Problem Solving Within Team
Innovation Within Teams 32% 20% Change Management


 

dignity and respect integrating ideas and collaboration integrity and ethics


 

Personal qualities Changing corporate culture Diversity awareness training


 

Define & develop a diversity case Sell to senior management Engage senior managers

Feature
Mission Membership

DTF
Set & build 8 to 15

EDC
Define & provide 20 to 30

EAG
Support & network Dozens to hundreds

DQT
Identify 10 to 20

Levels in group Selection Strength

Key managers Clerical CEO Appointed Decision makers
Diversity of input

All levels Self selected Unity & voluntary
Narrow focus

Key managers Manager & Union Builds on accepted model
Lack clout

CEO invited Inclusive

Limitations

Slow moving

Model

Traditional

Managing diversity

Affirmative action

TQM


 

Bias – free leadership Emotional intelligence Going beyond the ordinary


 




Stage 1 – Legal problem Stage 2 – Recognise minorities Stage 3 – Recruit & retain minorities Stage 4 – Valuing diversity Stage 5 – Diversity inherent in culture


 

Personal behaviours Behaviours with staff & colleagues Organisational behaviours


 

engage in diversity conversations be open and seek assistance of staff who might be adversely affected experiment with different approaches






empower staff and express confidence ensure diversity training is available build on experiences with differences “ways in which people behave individually & collectively when working together”

Oxford Paperback Reference (4th ed. 2006). Dictionary of Business & Management. England: Oxford University Press.


 

Competency building Alliance performance Productive diversity


 

Relationship building Inclusiveness Interactive leadership

Integration

Adaption Acceptance Defence Minimising differences


 

Organisational politics Staff turnover Harassment


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The paradox of diversity Stereotypes & prejudice Ethnocentrism


 

culture, thinking & behaviour differences Assumptions, prejudices and challenges the needs of others

References
Dickie et al (2012). Diversity at Work: Working with and Managing Diversity Daft & Pirola-Merlo (2009). The Leadership Experience


 

Resistance to change Male dominated Very topical

Gender
0%

Male
Female

100%

Gender...
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