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Semelhante a Heather Taylor LDR 300 Wk 5 Leading Diversity
Semelhante a Heather Taylor LDR 300 Wk 5 Leading Diversity (20)
Heather Taylor LDR 300 Wk 5 Leading Diversity
- 1. Leading Diversity Heather Taylor July 10, 2016 Mr. Levith
- 2. The positivity of leading diversity Diversity is not only about bringing different perspectives to the table. Simply adding social diversity to a group makes people believe that differences of perspective might exist among them and that belief makes people change their behavior. ("Scientific American", 2014).
- 3. Gender role played in leadership including the effect on the global organizations Men Three types of behaviors men inhibit in leadership • Task accomplishment style • Interpersonal style • Decision-making style
- 4. Gender role played in leadership including the effect on the global organizations Women • Childhood Socialization with family and aspirations • Women Leadership and managerial positions determined by stereotypes
- 5. Roles of leadership style on leadership effectiveness Leadership Style • Men- Transactional, Team, and Authentic Leadership • Women- Servant, Transformational, and Authentic Leadership
- 6. Roles of leadership style on leadership effectiveness Leadership Effectiveness • Communication • Teamwork • Interpersonal Relationships
- 7. The influence of the culture on leading an organization • Diverse Thinking • Diverse Associations
- 8. Potential challenges in leading an organization that is global • Communication • Economic • Political • Social Issues • Natural Disasters
- 9. Reference Northouse, P. (2013). Leadership: Theory & Practice (6th Ed.). Thousand Oaks, CA: Sage. Judge, T. & Robbins, S. (2014). Essentials of Organizational Behavior, (12th Ed.) Upper Saddle River, NJ: Pearson/Prentice Hall Scientific American. (2014). Retrieved from http://www.scientificamerican.com/article/how-diversity-makes-us- smarter/
Notas do Editor
- “Studies have examined male/female differences in three main types of managerial behavior. The first is task accomplishment style, which is how much the leader initiates, organizes, and defines work activities and processes. The second is interpersonal style, which is how much the leader builds morale, relationships, satisfaction, and commitment in the organization. The third is decision-making style, which is how much the leader encourages a participative, democratic approach as opposed to an autocratic approach.” ("Reference For Business: Gender And Leadership", 2016). Women have all these trait and over time have the ability to express these traits in their leadership skills. Men have displayed these trait all their lives and pass them down through generations, now women have the chance to do so also.
- “One is that females' life aspirations are diminished by their early childhood socialization in the nuclear family. Generally the nuclear family transmits definitions of appropriate gender behavior to children. For girls, this includes submissiveness, passivity, avoidance of aggression and competition, reticence to take risk, and other qualities our culture considers "feminine." ("Reference For Business: Gender And Leadership", 2016). “Women most frequently inhabit managerial positions with little power, little advancement opportunity, or where other women are so rare that their presence is attributed to their sexuality or affirmative action, or it is used as a symbol of the organization's enlightenment. Outside their paid jobs, women usually have significant responsibility for the care of their families and home, thereby depleting the energy they might otherwise devote to the pursuit of leadership positions of consequence.” ("Reference For Business: Gender And Leadership", 2016). Women is the first to fall into stereotype than men in a leadership role. Therefore, the women would have a reason to either persevere or decline their opportunities.
- The leadership styles can be predicted by the actions and attention given by men and women in the leadership role. Men are based on many decades of conditioning in the leadership role. The leadership style women have are based on the most recent conditioning of leadership trained by men. Women have come so far in recent years and a few have learned to utilize their skills and ability to grow and obtain their leadership roles.
- The effectiveness of men and women are sometimes similar and sometimes different. Men and women communicate differently, as men are use to communicating with other men, women are not use to it but is somewhat comfortable with it. Teamwork is the same, men have teamwork instilled into their skill set as women do not. Women have developed communication and teamwork but are not as effective as men, women may be efficient though. Interpersonal relationship skills are within women as they learned how to build relationship, while men do not. Men have the ability to create and manage team relationships and sometimes one-on-one relationships, but its no further than that. Women can create employee- management, employee-customer, leader-customer, leader-employee, and leader-leader relationships.
- “Globalization has also created the need for leaders to become competent in cross-cultural awareness and practice. Adler and Bartholomew (1992) contended that global leaders need to develop five cross-cultural competencies: First, leaders need to understand business, political, and cultural environments worldwide. Second, they need to learn the perspectives, tastes, trends, and technologies of many other cultures. Third, they need to be able to work simultaneously with people from many cultures. Fourth, leaders must be able to adapt to living and communicating in other cultures. Fifth, they need to learn to relate to people from other cultures from a position of equality rather than cultural superiority (Adler & Bartholomew, 1992, p. 53). Additionally, Ting-Toomey (1999) said that global leaders need to be skilled in creating transcultural visions. They need to develop communication competencies that will enable them to articulate and implement their vision in a diverse workplace. In sum, today’s leaders need to acquire a challenging set of competencies if they intend to be effective in present-day global societies.” (Northouse, 2013). The influence of culture creates and builds on diverse thinking and association. Diverse thinking brings all ideas from different cultures to create ideas other cultures didn’t think of or never heard of. Diverse association creates groups of teams, co-workers, and leaders with the familiarity and acceptance of other cultures for learning experiences. Everyone can learn vicariously, especially with cultures. Having diverse members on your team displays an adaptable, willingness, and acceptance of ideas, details, analyzations, feelings, views and sometimes decisions.
- “External environmental influences, including economic, political, and social issues, as well as natural disasters, can provide unique challenges to leaders.” (Northouse, 2013). “Downward, upward, and lateral directions of communication have their own challenges; understand and manage these unique challenges.” (Judge & Robbins, 2014). There are many forces that challenge leaders in many positions and many fields. Economics, politics and social issues are the most common and can be handled by leaders. Natural Disasters on the other hand, is out of anyone’s control. Economics when evaluated and analyzed is balanced with movement and changes within the government and /or the companies. Social Issues is handled more loosely as it is the society that makes their remarks on leaders and their companies. Still can be handled with changes to the leadership skills, the leader, the company, or maybe all or a few. Natural Disasters will happen, so precautions, preparations, plans, and effective efficiency to administer the right dictation and guidance would be evaluated and available for future use. Communication is always the first to evaluate and utilize. When society and leaders have the skills to communicate to better the leadership- employee relationship, then, all communication becomes effective.