Bài giảng Leadership - Chapter 11 Developing Leadership Diversity

Chapter 11Developing Leadership Diversity1Chapter ObjectivesApply an awareness of the dimensions of diversity and multicultural issues in your everyday life.Encourage and support diversity to meet organizational needs.Consider the role of cultural values and attitudes in determining how to deal with employees from different cultures or ethnic backgrounds.Reduce the difficulties faced by minorities in organizations.Break down your personal barriers that may stand in the way of enhancing your level of diversity awareness and appreciation.2DiversityWorkforce DiversityA workforce made up of people with different human qualities or who belong to various cultural groupsDiversityDifferences among people in terms of age, ethnicity, gender, race, or other dimensions3Interactive LeadershipA leadership style in which people develop personal relationships with followers, share power and information, empower employees, and strive to enhance others’ feelings of self-worth4Social Value SystemsPower DistanceHow 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 powerUncertainty AvoidanceThe degree to which members of a society feel uncomfortable with uncertainty and ambiguity and thus support beliefs and behaviors that promise certainty and conformityIndividualismA value for a loosely knit social framework in which individuals are expected to take care of themselves5Social Value Systems (contd.)CollectivismA preference for a tightly knit social framework in which people look out for one another and organizations protect their members’ interestsMasculinityA preference for achievement, heroism, assertiveness, work centrality, and material successFemininityA preference for relationships, cooperation, group decision making, and quality of life6Ex. 11.3 Rank Orderings of 10 Countries Along Four Dimensions of National Value Systems (adapted) CountryPowerUncertaintyIndividualismMasculinityAustralia7725Costa Rica82 (tie)109France32 (tie)47India2966Japan5171Mexico1482Sweden1010310Thailand4698United States68147EthnocentrismThe belief that one’s own culture and subculture are inherently superior to other cultures8BiculturalismThe sociocultural skills and attitudes used by racial minorities as they move back and forth between the dominant culture and their own ethnic or racial culture9Glass CeilingAn invisible barrier that separates women and minorities from top leadership positions10Ex. 11.5 Evolution of Organizational Diversity Awareness and ActionStage 1Meet legal requirements Diversity as a “problem”Stage 3Diversity as a competitive weaponEffort to recruit/retain minoritiesStage 4Diversity as “Moral Imperative”Top-level commitment to valuing diversityStage 5Diversity is inherent in the cultureGender and color-blindStage 2“We need to react”Recognition of barriers minorities face11Diversity Awareness TrainingTraining that helps employees become aware of their own cultural boundaries, their prejudices and stereotypes, so that they can learn to work together successfully12Ex. 11.6 Stages of Personal Diversity AwarenessDefensePerceives threat against one’s comfortable worldviewUses negative stereotypingAssumes own culture superiorMinimizing DifferencesHides or trivializes cultural differencesFocuses on similarities among all peoplesAcceptanceAccepts behavioral differences and underlying differences in valuesRecognizes validity of other ways of thinking and perceiving the worldAdaptationAble to empathize with those of other culturesAble to shift from one cultural perspective to anotherIntegrationMulticultural attitude – enables one to integrate differences and adapt both cognitively and behaviorallyLowest Level of AwarenessHighest Level of Awareness13