Transcript Chapter 11
Chapter 11 Developing Leadership Diversity ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6e 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 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 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 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 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 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4 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 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5 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 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 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 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7 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 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 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 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 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 selfmotivation – Physical - Ability to shift speech patterns, expressions, and body language ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10 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 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11 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 ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12