DEVELOPING LEADERSHIP

DIVERSITY
Leadership Course
Lecturer: Prof. Dr. Wesly Hutabarat, M. Sc.

NAME : THERESIA O. AMBARITA

NIM : 4193131003

CHEMISTRY EDUCATION STUDY PROGRAM

FACULTY OF MATHEMATICS AND NATURAL
SCIENCE
MEDAN STATE UNIVERSITY
2019
PREFACE

Thank to Almighty God who has given His bless to the author for finishing the Leadership
paper assignment entitled “Developing Leadership Diversity. And also I thanked Prof. Dr. Wesly
Hutabarat, M. Sc. as Lecturer Leadership course that has given this task to me.
I hope this working paper will be useful to add insight and our knowledge of the summary.
The author is fully aware that in writing this paper is still far from perfection, therefore the
author expect constructive criticism and suggestions for perfection in the future.
Hopefully, this paper will be useful for all of us and the author as a compiler. Hope the
reader apologizes if something goes wrong. Thank you.

Medan, 11st November, 2019

Author
TABLE OF CONTENTS
PREFACE
TABLE OF CONTENTS
CHAPTER I INTRODUCTION
1.1 Background
1.2 Problem Formulation
1.3 Purpose
CHAPTER II DISCUSSION
2.1 Definition of Diversity
2.2 Ways Woman Lead
2.3 Global Diversity
2.4 Challenges Minorities Face
2.5 Leadership Initiatives Toward Organizational Diversity
2.6 Leadership Solutions
CHAPTER III CLOSING
3.1 Conclusion
3.2 Suggestion
BIBLIOGRAPHY
 CHAPTER I
INTRODUCTION

1.1 Background
Today, however, the burden of adaptation rests more on the organization than on the
individual. People of different races, nationalities, genders, sexual orientation relationships, and
ethnic backgrounds, are no longer willing to give up or hide their own values, beliefs, and ways
of doing things in order to fit in. Carlton Yearwood, director of diversity management at
Allstate, points out that whereas diversity programs in the past were usually aimed at
assimilating cultural differences, the focus today is on accepting differences and finding a way to
bring workforce differences together to benefit the organization.
Successful leaders in increasingly diverse world have a responsibility to acknowledge and
value cultural differences and understand how diversity affects organizational operations and
outcomes. This chapter explores the topic of diversity and multiculturalism. We will first define
diversity and explore the need for diversity in today's organizations. Then we will look at the
new styles of leadership and the multicultural challenges brought about by globalization. We
will also examine some of the specific challenges facing minority employees and leadership
initiatives for supporting and valuing diversity in the workplace.

1.2 Problem Formulation

 What is diversity?
 What are ways woman lead?
 What is global diversity?
 What are challenges minorities face?
 What are leadership initiatives toward organizational diversity?
 What are leadership solutions?

1.3 Purpose
 To understand the definition of diversity
 To understand the ways woman lead
 To understand the global diversity
 To understand the challenges minorities face
 To understand the leadership initiatives toward organizational diversity
 To understand the leadership solutions
 CHAPTER II
DISCUSSION

2.1 Definition of Diversity

Workforce diversity means a workforce made up of people with different human qualities
or who belong to various cultural groups. From the perspective of individuals, diversity refers to
differences among people in terms of dimensions such as age, ethnicity, gender, race, or physical
ability. Diversity includes everyone, not just racial or ethnic minorities. Generational diversity,
for example is a key concern for managers in many of today’s companies, with four generations
working side-by-side, each with a different mindset and different expectations.
The Reality of Diversity
Attitudes toward diversity are changing partly because they have organizations
recognized and welcoming cultural differences as a result of significant changes in our society,
including globalization and the changing workforce. The average worker is older now, and
many more women, people of color, and immigrants are entering the workforce.
The Need for Organizational Diversity
There are a number of ways in which diversity is beneficial to organizations. For one
thing, they can use internal diversity to meet the needs of diverse customers. Culture plays an
important part in determining the goods, entertainment, social services, and household products
that people use and buy. Diverse employees can also help an organization build better
relationships with customers by making them feel connected to the organization. When
customers see and interact with people like themselves, they feel better about doing business
with the company.
Another need for diversity is to develop employee and organizational potential. When
organizations support diversity, people feel valued for what they can be the organization, which
leads to higher morale. Incorporating diversity can help people feel good about themselves and
the special contributions they can make to the organization. People can also build better
relationships at work when they develop the skills to under- stand and accept cultural
differences.

2.2 Ways Woman Lead

Professor and author Judy B. Rosener has called the women's approach to interactive
leadership. The leader favors a consensual and collaborative process and influence derives from
relationships rather than position power and authority. Some psychologists have suggested that
women may be more relationship-oriented than men because of different psychological needs
stemming from early experiences. However, whereas male leaders may associate effective
leadership with a top-down command-and-control process, women's interactive leadership seems
appropriate for the future of diversity and learning organizations.

2.3 Global Diversity

The Sociocultural Environment
For organizations operating globally, social and cultural differences may provide more
potential for difficulties and conflicts than any other source. National cultures are intangible,
pervasive, and difficult to comprehend. However, it is imperative that leaders in international
organizations learn to under-stand local cultures and deal with them effectively.
Social Value Systems
1. Power distance
High power distance means people accept inequality in power among institutions,
organizations, and individuals. Low power distance means people expect equality in power.
2. Uncertainty avoidance.
High uncertainty avoidance means that members of a society feel uncomfortable with
uncertainty and ambiguity and thus support beliefs and behaviors that promise certainty and
conformity. Low uncertainty avoidance means that people have a high tolerance for the
unstructured, the unclear, and the unpredictable.
3. Individualism and collectivism.
Individualism reflects a value for a loosely knit Social framework in which individuals
are expected to take care of themselves. Collectivism is a preference for a tightly knit social
framework in which people look for one another and organizations protect their members'
interests.
4. Masculinity and femininity.
Masculinity reflects a preference for achievement, heroism, assertiveness, work
centrality, and material success. Femininity reflects the values of relationships, cooperation,
group decision making, and quality of life. Both men and women subscribe to the dominant
values in masculine or feminine cultures.
Other Cultural Characteristics
Other cultural characteristics that can affect international leadership are language,
religion, attitudes, social organization, and education.
Leadership Implications
A study of executives in five countries found that although the globalization of business
seems to be leading to a convergence of managerial values and attitudes, executives in different
countries differ significantly in some areas, which can create problems for leadership. To lead
effectively in a diverse global environment, leaders should be aware of cultural and subcultural
differences.

2.4 Challenges Minorities Face

Unequal Expectations / Difference as Deficiency
The one-best-way approach leads to a mind-set that views difference as deficiency or
dysfunction. The perception by many career women and minorities is that it doesn't matter how
many colleges degrees they earn, how many hours they work, how they dress, or how much
effort and enthusiasm they invest, they are never considered to have the right stuff. Racism and
sexism in the workplace often show up in subtle ways the distribution by a subordinate for an
assigned chore; a lack of urgency in completing an important assignment; the ignoring of
comments or suggestions made at a meeting. Many minority leaders struggle daily with the
problem of delegating authority and responsibility to employees who show them little respect.
Passive bias is perhaps a bigger problem than blatant discrimination in today's organizations.
Many women and minorities also feel that they are not evaluated by the same standards
as their male counterparts. For example, where having a family is often considered a plus for a
male executive, it can be perceived as a hindrance for a woman who wants to reach the top. One
term heard frequently is the mommy track, which implies that a woman's commitment to her
children limits her commitment to the company or her ability to handle the rigors of corporate
leadership. Indeed, women leaders frequently do give up personal time, outside friendships, or
hobbies because they still do most of the child care and housework in addition to their business
responsibilities.
Living Biculturally
Research on differences between whites and blacks hoe focused on issues of
biculturalism and how it affects employees' access to information, levels of respect and
appreciation, and relations to superiors and subordinates. Biculturalism can be defined as the
sociocultural skills and attitudes used by \ racial minorities as they move back and forth between
the dominant culture and their own ethnic or racial culture.
The Glass Ceiling
Glass ceiling is an invisible barrier that separates women and minorities from top
leadership positions. Although hiring and promotion patterns may be well intended, women and
minority employees are often relegated to less visible positions and projects; hence, their work
fails to come to the attention of top executives. Research has suggested the existence of "glass
walls" that serve as invisible barriers to important lateral movements within the organization.
Glass walls bar experience in areas such as line supervision or general management that would
enable women and minorities to advance to senior-level positions.54 In general, women and
minorities feel that they must work harder and perform at higher levels than their white male
counterparts in order to be noticed, recognized, fully accepted, and promoted.
The Opportunity Gap
In some cases, people fail to advance to higher level organizations because they don't
have the necessary education and skills. There is not yet a level playing field in our schools and
societies, which is, in turn, reflected in unequal opportunities in organizations. Some companies
and leaders are taking the lead to ensure that minorities get the education, skills and opportunities
they need to participate fully in today's economy.

2.5 Leadership Initiatives Toward Organizational Diversity

Organizational Stages of Diversity Awareness
1. Meet legal requirements Diversity as a "problem"
2. "We need to react" Recognition of barriers minorities face
3. Diversity as a competitive weapon Effort to recruit & retain minorities
4. Diversity as "Moral Imperative" Top-level commitment to valuing diversity
5. Diversity is inherent in the culture Gender and color-blind Stage
Barriers to Evolution
1. Ethnocentrism
Ethnocentrism is the belief that one's own group and subculture are inherently superior to
other groups and cultures. The goal for organizations seeking cultural diversity is to develop
ethnorelativism, or the belief that all groups, cultures, and subcultures are inherently equal.
2. Stereotypes and Prejudices
Prejudice is the assumption, without evidence, that minorities are inherently inferior, less
competent at their jobs, and less suitable for leadership positions. Recent surveys have found that
stereotypes are still prevalent in our society, and prejudice is a contributing factor in most other
barriers to accepting and valuing diversity in the workplace.
3. The "White Male" Club
The work environment for many minorities is lonely unfriendly, and stressful, which is partly
attributed to the so-called white male of whom treat them differently from the way they treat
their white male colleagues. Minorities have difficulty fitting into the white male club, yet if
they remain isolated, they are perceived as aloof and arrogant.
4. The Paradox of Diversity
Leaders also faces a significant challenge in simultaneously promoting diversity and
maintaining a strong, unified corporate culture. Leaders have to work harder than ever to unite
employees around a common purpose while also allowing individual differences to flourish.
Actual Cultural Differences
Real cultural differences can cause problems in the workplace. Leaders may lace
enormous challenges in relating to employees from different cultures.

2.6 Leadership Solutions

Personal Qualities for Leading Diverse Organizations
 A personal, long-range vision that recognizes and supports a diverse organizational
community Leaders should have long-term plans to include employees of ethnic and
cultural groups, races, ages, and so on at all levels of the organization.
 A broad knowledge of the dimensions of diversity and awareness of multicultural issues.
Leaders need a basic knowledge of the primary dimensions of diversity as discussed
earlier in this chapter: age, race, ethnicity, gender, mental or physical abilities, and sexual
orientation, as well as some understanding of secondary dimensions
 An openness to change themselves. Leaders in diverse organizations encourage feedback
from their employees, can accept criticism, and are willing to change their behavior.
 Mentoring and empowerment of diverse employees. Leaders take an active role in
creating opportunities for all employees to use their unique abilities.
Changing Corporate Culture
A leader's ability to create and communicate a shared vision and values for the
organization becomes even more critical in an organization made up of diverse individuals.
Leaders are also challenged to ensure that the organizational culture is continually open to new
and different ideas and ways of doing things, while playing a focus on the common purpose and
vision.
To help an organization thrive in today's diverse environment leaders should develop a
culture that supports the inclusion and full participation of all individuals, regardless of race,
gender, age, cultural or ethnic group, physical ability, or other characteristics. Leaders have to
examine everything from formal policies and practices, to informal patterns of social interaction,
to the basic mind-sets of managers throughout the organization. Leaders also examine the
unwritten rules and assumptions in the organization. The most important element in changing
the corporate culture to one that values diversity is leadership.
Diversity Awareness Training
Diversity Awareness Training is training that helps employees become aware of their
own cultural boundaries, their prejudices and stereotypes, so they can learn to work together
successfully. Diversity presents many challenges, yet it also provides leaders with an opportunity
to build organizations as integrated communities in which all are respected, respected, and
committed to common purposes and goals.
Stages of Personal Diversity Awareness Exhibit
Highest to Lowest Level of Awareness.
1. Integration
 Multicultural attitude-enables one to integrate differences and adapt both cognitively and
behaviorally.
2. Adaptation
 Able to empathize with those of other cultures
 Able to shift from one cultural perspective to another
3. Acceptance
 Acceptance behavioral differences and underlying differences in values
 Recognize the validity of other ways of thinking and perceiving the world
4. Minimizing Differences
 Hides or trivializes cultural differences
 Focuses on similarities among all people
5. Defense
 Perceives threat against one's comfortable worldview
 Uses negative stereotyping
 Assumes own culture superior
 CHAPTER III
CLOSING
3.1 Conclusions
Diversity helps organizations build better relationships with diverse customers and helps
develop employee potential. Diversity provides a broader and deeper base of experience for
creativity and problem solving, which is essential to building learning organizations. One aspect
of diversity of particular interest is women’s style of leadership, referred to as interactive
leadership. The values associated with interactive leadership, such as inclusion, relationship
building, and caring, are emerging as valuable qualities for both male and female leaders in the
twenty-first century. People differ in their level of diversity awareness and their sensitivity to
other cultures, values, and ways of doing things. Leaders evolve through stages of personal
diversity awareness and action, ranging from minimum efforts to meet affirmative action
guidelines to valuing diversity as an integral part of organizational culture. Leaders first change
themselves by developing personal characteristics that support diversity. They use these personal
characteristics to change the organization. The ultimate goal for leaders in the twenty-first
century is to build organizations as integrated communities in which all people feel encouraged,
respected, and committed to common purposes and goals.

3.2 Suggestion
After reading this paper, we must apply an awareness of the dimensions of diversity and
multicultural issues in our everyday life, encourage and support diversity to meet organizational
needs, consider the role of cultural values and attitudes in determining how to deal with
employees from different cultures or ethnic backgrounds.