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Chapter 11
Developing Leadership Diversity

1


Chapter Objectives
Apply 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.
2


Diversity
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

3


Interactive 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

4


Social 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

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

Individualism
A value for a loosely knit social framework in which

individuals are expected to take care of themselves
5


Social Value Systems (contd.)
Collectivism
A preference for a tightly knit social framework in which
people look out for one another and organizations
protect their members’ interests

Masculinity
A preference for achievement, heroism, assertiveness,
work centrality, and material success

Femininity
A preference for relationships, cooperation, group
decision making, and quality of life

6


Ex. 11.3 Rank Orderings of 10
Countries Along Four Dimensions
of National Value Systems (adapted)
Country
Australia
Costa Rica
France
India
Japan

Mexico
Sweden
Thailand
United States

Power

Uncertainty

Individualism

Masculinity

7
8
3
2
5
1
10
4
6

7
2 (tie)
2 (tie)
9
1
4
10

6
8

2
10
4
6
7
8
3
9
1

5
9
7
6
1
2
10
8
4

7


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

cultures

8


Biculturalism
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

9


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

10


Ex. 11.5 Evolution of Organizational
Diversity Awareness and Action
Stage 5
Diversity is inherent in the culture
Gender and color-blind

Stage 4
Diversity as “Moral Imperative”
Top-level commitment to valuing
diversity

Stage 3
Diversity as a competitive
weapon
Effort to recruit/retain minorities

Stage 2
“We need to react”
Recognition of barriers minorities
face

Stage 1
Meet legal requirements
Diversity as a “problem”

11


Diversity Awareness Training
Training that helps employees
become aware of their own
cultural boundaries, their
prejudices and stereotypes, so
that they can learn to work
together successfully

12


Ex. 11.6 Stages of
Personal Diversity
Awareness

Highest Level of Awareness
Integration
Multicultural attitude – enables one to
integrate differences and adapt both
cognitively and behaviorally

Adaptation
•Able to empathize with those of other
cultures
•Able to shift from one cultural perspective to
another
Acceptance
•Accepts behavioral differences and
underlying differences in values
•Recognizes validity of other ways of thinking
and perceiving the world
Minimizing Differences
•Hides or trivializes cultural differences
•Focuses on similarities among all
peoples
Defense
Perceives threat against one’s comfortable

worldview
Uses negative stereotyping
Assumes own culture superior

Lowest Level of Awareness

13