1. Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1 Developing Leadership Diversity 11

2. ©2011 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 Your Leadership Challenge Understand and reduce the difficulties faced by minorities in organizations. Apply an awareness of the dimensions of diversity and multicultural issues in your everyday life. Encourage and support diversity to meet organizational needs. ©2011 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. 3 Your Leadership Challenge (cont.) Consider the role of cultural values and attitudes in determining how to deal with employees from different cultures or ethnic backgrounds. Break down your personal barriers that may stand in the way of becoming an inclusive leader. ©2011 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. 4 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

5. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ex. 11.1 Traditional vs. Inclusive Models of Diversity 5

6. ©2011 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 Ethnocentrism The belief that one’s own culture and subculture are inherently superior to other cultures

7. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Prejudice and Stereotype Prejudice: an adverse feeling or opinion formed without regard for the facts Stereotype: a rigid, exaggerated, irrational, and typically negative belief or image associated with a particular group of people 7

8. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Discrimination 8 Treating people differently based on prejudicial attitudes and stereotypes

9. ©2011 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 Glass Ceiling An invisible barrier that separates women and minorities from top leadership positions

10. ©2011 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 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

11. ©2011 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 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

12. ©2011 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 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

13. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13 Ex. 11.5 Rank Orderings of 10 Countries Along Four Dimensions of National Value Systems CountryPowerUncertaintyIndividualismMasculinity Australia 7725 Costa Rica 82 (tie) 109 France 32 (tie) 47 India 2966 Japan 5171 Mexico 1482 Sweden 10 3 Thailand 4698 United States 6814

14. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 Cultural Intelligence (CQ) … refers to a person’s ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses.

15. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ex. 11.6 Stages of Personal Diversity Awareness 15

16. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16 Diversity Training Training designed to help people become aware of their own biases, become sensitive to and open to people different from themselves, and learn skills for communicating and working effectively in a diverse workplace