1
Diversity in Organizations
Dr. A.H. de Lange
Ch. 5 + 14
Agenda
* Update: conference, deadlines
* Ch. 5: Leadership?
* Ch. 14: Where to go
* Tips exam
Wednesday
* Next Wednesday (10 oct: 1 hour!!!):
­formulating challenging discussion
propositions for the panel discussion
of conference,
­details about the poster (to be
submitted by email as well as in
actual poster format on 15 october
before 15:00!!; 422 and in Word on
Nestor)
Poster
* A2- format. And hand in at secretary
Social and Organizational psychology
(431) next Monday + submit digital version
using Nestor
* Our student assistents will attach a
cardboard to give it more stability. To
attach the cardboard you will have to use
a margin of 5 Cm
2
Linda Vos, Team Diversity and Inclusiveness Shell
Netherlands and NAM Assen.
Panel discussion: also
Nottingham
* With the 3 aforementioned experts,
* But also with assistant and associate
professors of Nottingham University:
Jonathan Houdmont and Stavroula
Leka
Location
Topics so far
* Diversity: definitions and management
* Cultural diversity and group outcomes
* Individual diversity: aging and health
* Immigrants and integration
* Gender diversity and leadership
* Leading a diverse workplace (gender
and ethnic minorities), summary and
looking ahead
Global Influentials
From technology in Texas to perfumes in
Paris and satellite TV in Qatar, the men and
women who lead businesses the world over.
* Shai Agassi
Executive Board Member of SAP
* Charlie Bell
President and Chief Operating
Officer of McDonalďs
* Ursula Burns
Senior Vice President of Xerox
* John Elkann
Manager with the Agnelli Group and
Fiat board member
* Carlos Ghosn
President and CEO of Nissan and
CEO-designate of Renault
* Robert Iger
President and Chief Executive
Officer of The Walt Disney Company
* Hamilton James
Vice Chairman of The Blackstone
Group
* Paul Otellini
President and Chief Operating
Officer of Intel
* Jeff Jordan
eBay's Senior Vice President, U.S. Business
* Mel Karmazin
President and Chief Operating Officer of
Viacom
* Ken Kutaragi
President and CEO of Sony Computer
Entertainment
* Aerin Lauder
Vice President of Estee Lauder
* Victor Li
Managing Director and Deputy Chairman of
Cheung Kong
* James and Lachlan Murdoch
James Murdoch is Chief Executive Officer of
British Sky Broadcasting
Lachlan Murdoch is Deputy Chief Operating
Officer of News Corp.
* Indra Nooyi
President and Chief Financial Officer of
PepsiCo
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Managers versus Leaders
* Managers have authority to be in charge.
* Leaders influence others to follow.
* Managers do things right.
* Leaders do the right things.
* Managing means to bring about, to
accomplish, to have responsibility for, to
conduct.
* Leading is influencing, guiding in
direction, course, action, opinion.
Actual: diversity and
leadership?
Yes, leaders have failed to actively manage
diversity organizational barriers and bias
against minority employees (gender, age,
disability or race) remain widespread.
By adopting colorblind perspective not
valuing social identity differences
Homophily bias/ASA principles: selecting the
ones who are similar
High perc. work disability of
ethnic minority workers
Small percentage ethnic minority
in top management level
Source: State Services Commission. Human Resource Capability
Survey (2001-2004) New Zealand
Ch. 7 + article Goodman et al.
(2003)
* Positive trends: more females in
higer executive functions
* Negative: not equal distribution,
evidence for glass cliff (M. Ryan),
female workers in companies with
high level of management turnover,
lower salaries etc.
Race/ethnic minority and
opportunity?
Dr. William Parham:
"equal situation is an illusion"
Associate Director of Clinical and COPE Services at
the University of California, Los Angeles: expertise
e.g. sports psychology and counseling
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Problem early
leadership theory
* Based on homogenuous group
* Describing only specific traits and
attributes that make someone an effective
leader leader
* Focusing on who effective leaders are or
what they do to achieve max. performance
Trait Approach
Focused on identifying characteristics or
traits that distinguish leaders from
followers. Examples:
* Business knowledge
* Self-confidence
* Intelligence
* Credibility (honesty, competence, forwardlooking,
inspirational)
* Desire to lead
* Drive
New theories
* More individualistic approach (taking
situation into account; for example:
Leader-member exchange theory)
* More pluralistic view on types of leaders
(recognizing differences in values, needs,
and experiences), but can improve further!
Leader Styles in Path-Goal Theory
* Leadership is defined in terms of four
styles that emerge from two broad
categories of leader behaviour:
* Instrumental (task-oriented) and
* Supportive (people/feelings oriented)
behaviours.
Situational Variables in
Path Goal Theory
* Subordinate Attributes:
­ Authoritarianism
­ Internal-external orientation
­ Ability
* Work-Setting Attributes:
­ Task
­ Formal authority system
­ Primary work group
Tasks as leaders
1. Raising awareness of biases, stereotypes, and
negative attitudes (diverse selection
committee)
2. Develop others (providing same challenge,
adequate assessment (360-degree feedback),
recognition and support; see p. 110-111)
3. Enhance teamwork (facilitate positive
communication and use strategy that fits
situation and persons): Ideas of minority
member is often devalued; minorities are often
socially isolated etc.
4. Develop mutlicultural competence
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Dyadic relations
leader/subordinate
* Can be of high or low quality
* Demographically and ethnic diverse: often
lower quality of relation (lower trust,
interaction, respect and support), and
fewer informal mentoring relations
* Be aware of differential access to ARENA
or network for top functions
Multicultural competence?
* Proficiency in diagnosing diversity issues
and resolving diversity-related conflicts
and organizational problems by reaching a
mutual satisfying solution for all parties
involved
* Knowledge cultural differences
* Increased self-awareness (own biases
etc.)
* Multicultural skills
Multicultural skills?
* Conflict management (negotiation,
mediation etc.; see interesting case 5.2 on
p. 117-118)
* Interpersonal communication (active
listening! And personalized interaction)
* Asking feedback (external sources; are
you diversity friendly?)
* Rol model (diversity initiatives; hiring and
retaining diverse workforce)
Chapter 14: looking back and
heading forward
* Diversity is reality: has benefits and pitfalls
* Effective diversity management reduces turnover,
increases productivity, and competitive advantage
* Benefits for minority worker, organization and even
society
* More diversity specific theories needed
* Different barriers on individual, interpersonal,
organizational and societal level (nice overview in Table
14.1)
* Tools: strong leadership, training, mentoring, access to
network, multicultural competence, rewarding diversity
friendly initiatives etc.
What to do as future
female leader?
Research Catalyst (1996) of female
topmanagers:
1. Deliver a top performance
2. Develop a style that is comfortable for
male managers
3. Find challenging and visible tasks
4. Find powerful mentors
5. Start own company
Tips Exam
* Register officially for Exam (using Progress)!
(25 october: 9:00-11:00)
* Use slides lectures as important guideline
* Read the articles!
* Look at example questions
* 40 comparable MC questions
(40% grade; >5.5): Dutch and English version