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Diversity & Leadership

Leadership and Self Development Group Presentation

Linda Barron

on 12 October 2012

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Transcript of Diversity & Leadership

Challenges When staff perceive fairness then there will be
Increased acceptance of decisions
Higher perceived legitimacy of authority
Higher job satisfaction
Greater commitment to organisations, groups and societies
Higher task performance
More organisational citizenship behaviour
Less employee theft The fairness challenge Employees of diverse background have different perceptions of fairness.
Fairness can be assured by implementing policies, procedures and work practices that ensure transparency. These include:
Clear criteria for promoting employees
Recognition programs that ensure equality
Validation tool for measuring and applying pay increases
Clear and strictly adhered-to appeal processes The fairness challenge The Synergy Challenge Refers to negative conflict which may result in:
Wasting group energy
Creating excessive amount of turnover (Jackson & Alvarez, 1992) Omer Jilani
Tram Nguyen
Linda Barron
Min Zhang (Alesha) Diversity & Leadership At the end of the presentation, students will be able to:
Recognize the challenges faced when leading diverse teams
Be familiar with the skills, traits and behaviors required to combat these challenges
Identify the leadership style most suited to leading a diverse team Seminar Objectives 1) Concept of diversity
- Diversity
- Surface Level Diversity
- Deep Level Diversity
2) Challenges for Leaders

3) Diversity leadership behaviors, skills and traits

4) Leadership styles - critical thinking activity Presentation Outline Diversity and Leadership "Managers are people who do things right, while leaders are people who do the right thing (transforming others)" (Bennis 2003) Class Activity In 2 or 3 words
explain the term diversity Diversity Diversity is the condition or quality of being different

Valuing everyone as an individuals (Harzing & Pinniington,2011) Diversity Concepts Surface Level Diversity Deep Level Diversity Age
Cultural background
Gender Attitudes
Personality (Harrison, Price & Bell as cited in
Dickie and Soldan, 2008) Why
Diversity is Important? As leaders we need to avoid discrimination
negative stereotypes in the workplace As leaders we need to understand diversity to develop to be the best we can for our followers and for ourselves Trust
Synergy The evidence in research suggests that individual, group and organisational performance can be enhanced by effectively managing diversity (Dickie & Soldan, 2008) There are many challenges
Here are three (Rundle & Flanagan, 2008) (Jackson & Alvarez, 1992) Too much conflict can lead to unsatisfactory team results and decreased morale HOWEVER:
Too little conflict maybe a sign of complacency or stale, routine approaches to addressing new problem The synergy challenge Conflict can bring:
increased creativity
improved decision making It is crucial for leaders to make sure conflict is handled at the most productive stage Trust Challenge "Trust is a process of building a culture within which leader and follower can amicalbly relate to in accomplishing mutually valued goals using agreed-upon processes" (Fairholm & Fairholm, 2009) Trust Challenge Elements of trust
credibility (leaders do what they say they are going to do)
consistency (leaders behave in a predictable manner) (Joseph & Winston 2005) Trust Challenge Difficulties in building a trust culture within an organisation due to differences in:
attitudes values and beliefs There are also issues of trust due to a person's preferred leadership style How can we
overcome these challenges? Implementing policies, procedures and work practices that are equitable and applied fairly
(fairness and trust). Leader must understand their own strengths and weaknesses (self-concept & self awareness). Leader must be able to reflect on the skills & traits they need to know and which ones they need to develop. Traits of Diverse Leaders high energy level
stress tolerance
internal locus of control
emotional stability & maturity
personal integrity
socialised power motivation
high achievement orientation Essential Skills for Diverse Leaders technical skills (Dickie & Soldan 2008)
interpersonal skills
communication skills (Mohan et. al. 2008)
conceptual skills
emotional intelligence (Coleman 2009)
social intelligence
systems thinking
reflective learning (Dalglish & Miller 2010 & Thiederman, 2004) Effective leaders have a high level of emotional intelligence. Emotional intelligence is defined as the ability to monitor one's own and other people's emotions, to discriminate between different emotions and label them appropriately, and to use emotional information to guide thinking and behaviour. (Coleman, 2009). There are five key factors in emotional intelligence:
Social skills
(Goleman as cited in Zepeda 2008)
Technical skills
Demonstrated ability to produce results
Imagination and creativity (Dickie & Soldan, 2008) Reflective learning

To be able to understand the leadership process a leader must first understand themselves. It is important for managing diverse teams a leader must be able to reflect on their own words and actions and undertake a learning process through such reflection.
(Dalglish & Miller, 2010) Leaders must reflect on their biases to reduce favouritism issues of mistrust this can be done by
avoiding prejudice and stereotyping
be aware of biases
continually renew vision of world
(Thiederman, 2004) Class Activity Identify which leadership style can be best used for leading diverse teams Conclusion Diversity is more than what you see
Diverse teams create challenges for leaders
As a leader it is increasingly important to understand how to manage diverse teams
There are leadership styles which are more conducive to leading diverse teams
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