Presenter Kevin Phalli Different human qualities or belong to different cultural groups In reality are workplaces more diverse today? The need for organizational diversity Executive orientation Manager - decision making at the top Consequences Distinctions between groups Motivation is not a responsibility Impossible to remove barriers that prevent contribution Leader - decision making dispersed - Each person must be a leader Leadership flows up and down Free of barriers for leaders Leader Distinctions Power bases Activities Shape, involve, innovate Informal, personal, social Define, direct & communicate
Manager Chase, suggest & conform Formal, channels & results Develop, plan & organize Leader commitment is a prerequisite for success 0 Committed leader Walks the talk 0 Diversity is a strategic partner for meeting leaders goals Leader demonstrates evidence to: 0 support 0 challenge 0 champion From organizational change viewpoint 0 direction 0 importance 0 motivation Modeling behavior by a leader involves 0 inclusiveness 0 accountability awareness Coloratura environment Social value systems u cultural counterblasts Leadership implications Global mindset 0 Relationships 0 Creativity
Unequal expectations Living bi-culturally The opportunity gap Australian Coo's views on productive diversity and its potential outcomes 15% 33% Creation of Corporate Culture Workforce Productivity 23% Problem Solving Within Team Innovation Within Teams 32% 20% Change Management dignity and respect integrating ideas and collaboration integrity and ethics Personal qualities Changing corporate culture Diversity awareness training Define ; develop a diversity case Sell to senior management Engage senior managers Feature Mission Membership DTV set ; build 8 to 15 Define ; provide 20 to 30 EGG
Support ; network Dozens to hundreds CTD Identify 10 to 20 Levels in group Selection Strength Key managers Clerical CEO Appointed Decision makers Diversity of input All levels Self selected Unity ; voluntary Narrow focus Key managers Manager ; Union Builds on accepted model Lack clout CEO invited Inclusive Limitations Slow moving Model Traditional Managing diversity Affirmative action TXT Bias - free leadership Emotional intelligence Going beyond the ordinary Stage 1 - Legal problem Stage 2 - Recognize minorities Stage 3 - Recruit ; retain minorities Stage 4 - Valuing diversity Stage 5 - Diversity inherent in culture
Personal behaviors Behaviors with staff ; colleagues Organizational behaviors engage in diversity conversations be open and seek assistance of staff who might be adversely affected experiment with different approaches empower staff and express confidence ensure diversity training is available build on experiences with differences "ways in which people behave individually & collectively when working together" Oxford Paperback Reference (4th De. 2006). Dictionary of Business ; Management. England: Oxford University Press. Competency building Alliance performance Productive diversity
Relationship building Inclusiveness Interactive leadership Integration Adoption Acceptance Defense Minimizing differences organizational politics star turnover Harassment The paradox of diversity Stereotypes ; prejudice Ethnocentrism culture, thinking ; behavior differences Assumptions, prejudices and challenges the needs of others References Dick et al (2012). Diversity at Work: Working with and Managing Diversity Daft ; Priori-Merle (2009). The Leadership Experience Resistance to change Male dominated Very topical Gender Male Female 100% 85% Female / Female 60% 87% 45% 55%
National ; state managers egg HER, finance International research leaders State policy Positives 0 Well being, mental health ; support programs 0 Occupational health ; safety 0 Sustainability Negatives 0 Highly scrutinized strategic review processes Slow to mentor ; train new ; existing staff 0 Undervalue analysis ; advice I en Learning Experience - page 1 want Is your Minimal reaction? Winy? How would you rate this organization in developing leadership diversity?