Diversity's Role in Effective Leadership and Decision-Making

1 Diversity and Leadership Expertise Darianna Gracia Issues in Organizational Leadership ORGL-3311-VF1 Diana Lucio Introduction

2 Diversity and leadership are linked as effective leadership depends on the flexibility of cultural and ethnic characteristics of individuals and communities. Diversity exists where there is a variety of differences within a group or organization such as differences aspects of race, ethnicity, gender and age. A diverse workforce can provide several benefits to organizations, which brings together individuals with different experiences and ideas. This diversity and leadership can lead to innovative solutions to problems and creative approaches to challenges. Organizations with more diverse teams and are flexible in their approach to differences within the workplace tend to be more innovative (Hewlett et al., 2013). Therefore, when a team includes individuals with diverse backgrounds and viewpoints, they are more likely to consider a wider range of options and perspectives before making decisions. Additionally, diversity can lead to more well-rounded decision-making processes as it can help avoid conflict and lead to more effective decision-making. Groups that are diverse within an organization setting make better decisions than groups that are divided in terms of fundamental aspects of communication and culture. A diverse workforce can better understand and connect with a diverse customer base and employees from different backgrounds can bring unique value into customer needs and preferences, leading to improved worker satisfaction and loyalty. According to McKinsey & Company (2020), the study found that companies with diverse workforces are better able to understand and serve diverse customer segments, thus enhancing the overall delivery of results and branding of an organization. Challenges associated with diversity include the similarity-attraction phenomenon, which suggests that people are naturally drawn to others who are similar to themselves. In a diverse workplace, this can lead to groups forming based on similarities, which may hinder collaboration and flexibility. On the other hand, faultlines occur when subgroups within a diverse team align

3 along certain characteristics such as gender or ethnicity, which leads to divisions within the team and overall organizational disorder. This can result in communication breakdowns and decreased team cohesion. Stereotypes are beliefs or assumptions about individuals based on their group membership. Stereotypes can lead to bias, discrimination, and unfair treatment of individuals in a diverse workforce. Culture refers to the shared values, beliefs, norms, and practices of a group of people or community which makes them alike. Hofstede's four dimensions of national culture are power distance, individualism versus collectivism, masculinity versus femininity, and uncertainty avoidance (Blodgett et al., 2008). Power distance describes the extent to which less powerful members of a society accept and expect power to be distributed unequally. In expression of power distance, high power distance cultures accept hierarchical structures while low power distance cultures value equality (Ghosh, 2011). Individualism versus collectivism refers to the degree to which individuals pursue personal goals over goals that would be achieved as a group. Individualistic cultures emphasize personal achievement and single efforts, while collective cultures usually focus on group cooperation (Bhawuk, 2017). Masculinity versus femininity is focused mainly on the expression of gender, and is related to the distribution of emotional roles between genders. Masculine cultures value assertiveness, focus on meeting personal objectives and success, while feminine cultures prioritize cooperation, modesty, and quality of life. Uncertainty avoidance is the extent to which a society is marked by accepting or avoiding uncertainty (Lowrie et al., 2020). Cultures with high uncertainty avoidance seek rules and structure but cultures with low uncertainty avoidance are more open to change and uncertainity. Therefore, these dimensions can affect organization behavior at work by influencing the

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

4 effectiveness of communication styles, decision-making processes, conflict resolution approaches and attitudes towards work and relations. In the article, the impact, the research discovered that diversity of workforce diversity on organizational performance in Pakistan including age diversity and ethnic diversity can has a positive impact on organizational performance when managed effectively (Turi et al., 2022). Leadership expertise and diversity beliefs were found to play crucial roles in moderating this impact, leading to better organizational outcomes. The findings of the research were that implications for leaders in the workplace include the importance of promoting diversity, fostering inclusive leadership practices and addressing biases and stereotypes to guide the benefits of a diverse workforce for enhanced organizational performance.

5 References Bhawuk, D. P. (2017). Individualism and collectivism. The international encyclopedia of intercultural communication , 2 , 920-929. Blodgett, J. G., Bakir, A., & Rose, G. M. (2008). A test of the validity of Hofstede's cultural framework. Journal of consumer marketing , 25 (6), 339-349. Hewlett, S. A., Marshall, M., & Sherbin, L. (2013). How diversity can drive innovation. Harvard business review , 91 (12), 30-30. Lawrie, S. I., Eom, K., Moza, D., Gavreliuc, A., & Kim, H. S. (2020). Cultural variability in the association between age and well-being: The role of uncertainty avoidance. Psychological Science, 31(1), 51-64. McKinsey. (2020). Diversity wins: How inclusion matters. McKinsey & Company. https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how- inclusion-matters Turi, J. A., Khastoori, S., Sorooshian, S., & Campbell, N. (2022). Diversity impact on organizational performance: Moderating and mediating role of diversity beliefs and leadership expertise. PloS one , 17 (7), e0270813.

6

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

7

8 Self-Assessment Based on my self-assessment results, I scored a total of 74 out of 100, indicating that I have a relatively high level of cultural intelligence. This suggests that I possess good awareness, adaptability, and appreciation for cultural diversity. My results show that I am generally open to learning about different cultures, comfortable working in diverse teams, and value the perspectives of individuals from various cultural backgrounds. Reflecting on my results, I recognize that my cultural background and upbringing have influenced my scoring in several ways. Growing up in a culturally diverse environment and having exposure to different cultures from a young age have contributed to my comfort and curiosity in engaging with individuals

9 from diverse backgrounds. Engaging in conversations and collaborations with people who have different viewpoints can broaden my perspective and enhance my cultural sensitivity. I can consider sharing my insights and experiences with others who may be looking to improve their cultural intelligence. Mentorship can play a significant role in creating a more inclusive and diverse environment by fostering understanding and empathy. My level of cultural intelligence can significantly impact my ability to lead and manage diverse teams effectively. I can provide training and resources on cultural sensitivity and awareness to all team members. This can help foster a more inclusive workplace culture and equip individuals with the skills to navigate cross- cultural interactions effectively. Open communication is also crucial as I can foster open and transparent communication channels where team members feel comfortable sharing their cultural backgrounds and concerns. Encouraging active listening, and mutual respect among team members. By striving to enhance my cultural intelligence, embracing diversity, and promoting inclusivity in my leadership approach, I can create a positive and supportive work environment where all team members feel valued and respected.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Diversity and Leadership Expertise

Related Documents