THE CANARIES

Kurt Gardner, Pete Bennett, Kenny Tucker, Cameron Beck, Jason

Bunker, Hanbang Lui, Kaiwei Wang

Leadership &

Diversity

We plan to go camping with my friends this weekend. But I am not that familiar with my host. Will he gives me some help? (Actually in the Chinese point of view, people may not give some help if you are not that familiar with each other.)

Wow, camping, that’s perfect; just tell me what you want.

Hi, Mr. Smith, we plan to go camping this weekend; could you give me some help?

Finally, Mr. Smith lends us two big tents and he drives us to the position we want.

If my things which are no use to me can make others happy, that is my happiness.

Mindful Communication

1. We can greatly reduce the power of stereotypes, prejudice, biased perceptions, and ethnocentrism if we engage in mindful

communication.2. Mindfulness refers to focused attention,

which stands in sharp contrast to the mindlessness that characterizes our typical

interactions.

A mindful state consists of three intrapersonal processes.

• 1. Creation of new categories. Breaking old categories in creases sensitivity to differences.

• 2. Welcoming new information. In a mindless state, we are closed off to new data, which blinds us to potential culture differences and prevents us from adjusting our behavior to meet the demands of the situation.

• 3. Openness to different points of view. Recognizing that there are different perspectives on events and behaviors reduces the likelihood of cultural misunderstandings and opens the way for solutions that combine the insights of a variety of cultures.

Important tools for overcoming personal and group barriers to diversity

• 1. Dignity. We need to recognize the dignity of others by respecting their views, even when we disagree.

• 2. Integrity. We need to retain our integrity by confronting others who demonstrate prejudice.

• 3. Inclusion. We need to include, not exclude, those of different backgrounds, applying the same rules of fairness to them as we apply to members of our group.

Organization-wide Strategies

Please Open BookPage 316

Take Self-Assessment

The Diversity Perceptions Scale

Who met some diversity problems in your organization? How do you deal with them?

Organization-wide Strategies for

Promoting Diversity

•Accountability

•Training and Education

•Recruitment

•Development

•Work-life flexibility

Accountability

• It starts with the top leaders in an organization.

• Leaders need to set personal example by presenting and attending diversity training sessions, collecting feedback on diversity issues, dealing quickly and forcefully with sexual harassment complaints.

• Every manager must develop nontraditional leaders as a routine part of her or his job description.

Training and Education

• It is essential for all forms of organizational change, including diversity initiatives.

• The best training program are customized to the needs of the organization, allow sufficient time for discussion, and are led by skilled facilitators who can deal with controversial topics and conflict.

Recruitment

•Develop relationships with schools with a high percentage of minority students.

•Create internship and work-study programs for students of color and women.

•Recruit key managers from the outside.

•Publicize diversity efforts to interest potential employee.

•Provide incentives for nontraditional candidates

•Use diverse recruiting teams.

Development

•It has been overlooked in many diversity efforts, too many leaders have mistakenly assumed that nontraditional works would automatically work their way up the organizational hierarchy.

•Organizational leaders can take steps to ensure that minorities aren’t excluded from advancement by (1) ensuring that jobs are posted so that members of all groups can apply for them, and by (2) requiring that women and minorities be included on all promotion and succession lists.

Work-life flexibility benefits

•It makes juggling job easier for women and minorities.

•Family responsibilities and eliminate many of the practices identified earlier that serve as organizational barriers to diversity.

Gender Leadership Gap

• In 1900, women held only 4% of managerial positions.

• Women now hold nearly half of all management positions in the United States

Gender Leadership GapU.S.A = 16%Switzerland = 25%Spain = 31%Sweden = 47%

The Glass Ceiling

The Glass Ceiling

Men = 85%Women = 15%

The Glass Ceiling

Men = 88%Women = 12%

Problems with the Glass Ceiling

• Outdated

• Inaccurate• It is difficult, but possible to break the glass ceiling

The Labyrinth

• Proposed by Alice Eagly and Linda Carli

“With continuing change, the obstacles that women face have become more surmountable, at least by some women some of the time. Paths to the top exist, and some women find them. The successful routes can be difficult to discover, however and therefore we label these circuitous paths a labyrinth.”

-Eagly and Carli (Hackman & Johnson)

Transitioning fromthe Glass Ceiling to the Labyrinth

• 3 questions to ask:1. Are there differences in how males and females lead?2. What factors hinder the emergence of women as

leaders?3. Can the gender leadership gap be narrowed?

Is There a Difference?

What is the Difference?

Behavioral Perceptional

Behavior is the way one conducts oneself or reacts to a situation.

The ability to become aware of something through the senses.

Forbes Analysis

• Research study of 7,280 leaders. • Asked others to rate their leaders in 16 leadership competencies.• 2 traits where women outperformed men significantly were taking

initiative and driving for results.• “…at every level, more women were rated by their peers, their bosses,

their direct reports, and their other associates as better overall leaders than their male counterparts — and the higher the level, the wider that gap grows.”

• Companies with higher diversification in management ranks are more profitable and have higher employee productivity.

• 33 of the Fortune 1,000 companies are headed by women. Why is that?• Women don’t self-promote enough. They devote 100% of their efforts

towards doing the best possible job at their current position.

The Body Shop Case

• Anita Roddick started business in 1976

• In 1984, The Body Shop went public with a value of over $12 million.

• Because of the company’s culture and values, they generate $1 billion in annual sales.

• The Body Shop’s success is twofold:• A powerful social conscience• A commitment to feminist ideals

• The Body Shop’s approach to retailing:• “We prefer to give staff information about the products, anecdotes

about the history and derivation of the ingredients, and funny stories about how they came to be on the Body Shop shelves”.

Statistical Evidence

Creating the Gender

Leadership Gap

The Gender Leadership Gap is the Product of the Obstacles to Diversity

• �Individual Level

• �Group Level

• �Institutional Level

Kenny Add a Title!

Hofstede’s Fundamental

Dimensions

• �Power Distance

• �Uncertainty Avoidance

• �Individualism vs. Collectivism

• �Long vs. Short-Term Orientation

• �Masculinity vs. Femininity

Narrowing the Gap

Eagly and Carli Study:

• Two key principles:

• blend agency with communion

• blend social capital

Conversational Patterns or

RitualsApologies

• Femaleso say "I'm sorry" to express understandingo sharing blame fosters equal positions

• Maleso apologizing = admitting mistake as a subordinate act

Softening Criticism

• Femaleso inject positive comments to foster cooperation

• Maleso only address critiques

Conversational Patterns or

RitualsSaying Thanks

• Femaleso say thanks to signal end of conversation

• Maleso believe expressions of gratitude put them in subordinate

position

Ritual Fighting

• Femaleso offer helpful suggestions in spirit of camaraderieo discouraged from ritual fighting

• Maleso socialized to express preferences through open challenge and

criticism

Conversational Patterns or

Rituals

Giving Compliments

• Femaleso strive for equality through recognizing others' strengths o willing to risk lessening their position by compliments

• Maleso associate compliments with low statuso less likely to respond in kind

Conversational Patterns or

RitualsComplaining

• Femaleso Nurture and Supporto Listening, Sharing Problems, and Feelingso When they share, are looked at as being difficult

• Maleso Perceive complaints and problems as something that needs

to be fixed by those in charge

Humor

• Femaleso Focus on self-deprecation

• Maleso Focus on teasing and hostilityo Men are apt to take women's self-deprecation literally

When they accept this at face value, women are placed in an adverse position

Conversational Patterns or

Rituals

Boasting

• Femaleso Discouraged from publicly acclaiming their

efforts

• Maleso Encouraged to trumpet their

accomplishments

Downplaying Authority

• Femaleso Create feelings of equality

• Maleso Remind subordinates of their lower status

Conversational Patterns or

Rituals

"Wall of Words" and The

DCP's

Gender Gap or more like a Wall of Words?• Built of apologies, complaints, thank yous,

compliments, soft criticism, self-deprecating humor, modesty, and downplaying authority

• Make women and their ideas invisible

DCP's (dysfunctional comm. patterns)1. Excluding women from decision-making

processes2. Dismissing their contributions3. Retaliation based on male fear of female

competence4. Patronizing responses

Conclusions

• Highlighting differences reinforces sexual stereotypes

• More productive to highlight the potential of women's communication to increase leadership effectiveness

• A transformational leader exhibits gender balance regardless of sex

Downsizing @ Simtek (Pg.

328)

Get in groups to read and discuss the case.

Answer the questions at the end.Class Debate/Discussion.