Diversity and leadership /
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| Format: | Book |
| Language: | English |
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Los Angeles :
SAGE,
[2015]
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Table of Contents:
- Leadership for the 21st century
- Dimensions of diversity
- Paradigms for diversity leadership
- Leader identity
- Leadership style
- Organizational contexts
- Societal contexts of leadership
- Applications: training culturally competent and diverse leaders
- Applications: training culturally competent organizations
- Developing a paradigm of diversity leadership
- Contents note continued: CNPAAEMI Leadership Development Institute: Training Racial and Ethnic Minority Leaders
- LEAP: Training Asian American Leaders
- Multicultural and Global Leader Dilemmas
- Self-Awareness: Identity
- Image Management
- Negotiation
- Communication
- Decision Making
- Problem Solving and Managing Conflict
- Work Culture
- Team Building: Leading Global Teams
- Summary
- Discussion Questions: Applications to Training Diverse Leaders and Practicing DLMOX Leadership
- ch. 9 Applications---Training Culturally Competent Organizations With Contributions From Roger Husbands and Beauregard Stubblefield-Tave
- Vignette: On Making Change
- Training for Culturally Competent Organizations: SWOT Analysis
- Managing Diversity as Organizational Change
- Three Cs of Managing Diversity: Composition-Core-Climate
- Evaluation of Outcomes
- Measuring Organizational Cultural Competence
- Cultural Imperative Measure of Cultural Competence
- Cultural Imperative Tool in Action
- Multiple Perspectives in Examining Departmental Cultural Competence
- Patient-Centered Care
- Cultural Fluency of Organizations
- Summary
- Discussion Questions
- ch. 10 Developing a Paradigm of Diversity Leadership
- Vignette: On a Paradigm for Diversity Leadership
- Changing the Prototype: Evolving and Emergent
- Culturally Diverse Leadership Prototypes
- Redefining Leadership: Difference and Context
- Rank Order of Leadership Characteristics
- Shared Lived Experiences
- Importance of Social Identities to Leadership
- Leadership Styles
- Maintaining Authenticity and Integrity
- Self-Protection and Safety
- Mentoring and Building Pipelines
- Paradigm for Diversity Leadership
- DLMOX Paradigm: Crosscutting Themes
- Global
- Diverse
- Leader Identity
- Leadership Style Dimensions
- Lived Experiences
- Contexts
- New Paradigms
- Summary
- Discussion Questions: Future Directions---Evolving a DLMOX Paradigm
- note: ch. 1 Leadership for the 21st Century
- Notable Quote: On 21st Century Leadership
- Vignette on "How to Become a Great Leader"
- Changing Population Demographics: Multicultural Perspectives
- Changing Demographics and Ethnic Distributions
- Challenge of Understanding and Defining Identity
- Underrepresentation of Diverse Leaders
- Omission of Diversity in the Leadership Literature
- Changing Contexts: From an Industrial to Global Perspective
- Why Does It Matter?
- Redefining Leadership: Global and Diverse
- Summary
- Discussion Questions: Context and Change---From Whence We Came to Where We Are Headed
- ch. 2 Dimensions of Diversity
- Notable Quote: On Being Extraordinary!
- On Being Female!
- Vignette: On Microaggression and Privilege
- Culture and Ethnicity in Leadership
- Cultural Values and Beliefs
- Cultural Variation: Implicit Leadership Theories
- Cross-Cultural Versus Diverse
- Diversity and Leadership
- Inclusiveness
- Cultural Competence and Sensitivity
- Multiculturalism
- Multicultural Incompetence
- Difference
- Diversity and Cross-Cultural
- Dominant-Minority Relations
- Privilege and Marginal Statuses
- Power and Empowerment
- Ethnocentric Bias in Current Theories of Leadership
- Reframing Current Theories to Include Diversity
- Identifying the Gap in Diversity and Leadership
- Contexts of Leadership
- Culture of Organizations
- Diverse Leader-Member-Organizational Exchange Paradigm (DLMOX)
- Redefining Leadership: Inclusive of Social Contexts and Systems
- Salience of Culture and Diversity in New Forms of Leadership
- Differences in Worldviews
- Collaboration as a Leadership Style
- Leader Identity
- From Exception to Inclusive
- Summary
- Discussion Questions: Valuing Differences---Diverse and Global Leadership
- ch. 3 Paradigms for Diversity Leadership
- Notable Quotes: "Other" Views of Leadership
- Vignette: Images of Leaders: Have Times Changed?
- New Paradigms of Leadership: DLMOX
- Diversity Leadership Paradigms
- Cultural Values
- Multidimensional and Complex
- Social Justice Orientation
- Intersecting Ethical Principles and Diverse Leadership
- Grounded Research Theory---Emic Approaches
- Cultural Measurement Equivalence
- Etic-Emic Approaches to Measurement
- Back Translation
- Creating New Paradigms
- Theory Z: From Ethnocentric to Global
- Servant Leadership: From Privilege to Inclusive
- Daoist Leadership: Promoting Different Worldviews and Cultural Values
- Feminist Leadership: Does Difference Make a Difference?
- Invisible and Reluctant Leadership: Promoting Ethnic Minority Perspectives
- Incorporating Non-Western Perspectives in Leadership
- Relationships: Quanxi and Ren-Qing in Leadership
- Performance-Maintenance Theory
- Hierarchy: Benevolent Paternalism
- Prophetic-Caliphal Leadership
- Implicit Leadership Theories: Cross-Cultural Perspectives
- Contrasting Western Versus Eastern Worldviews
- Collectivism Versus Individualism
- Humanistic-Altruistic Orientation
- Conflict Management and Negotiation across Cultures
- Expanding Current Theories to Include Diversity
- Egalitarianism Versus Hierarchical Orientations
- Work-Family Interface
- Interpersonal Relationships Versus Task Orientations
- Cooperation Versus Competition
- Power to Empowerment
- Summary
- Discussion Questions: Reframing Leadership Theories---Research to Evolve New Paradigms
- ch. 4 Leader Identity
- Notable Quotes: On Racial/Ethnic Identity
- On Gender Perceptions
- On Ethnic Minority Leaders
- Vignette: Passing for White
- Shift From Leader Traits to Leader Identity
- Self: Who Leaders Are
- Independent Versus Interdependent Self-Construals
- Racial and Ethnic Identity
- Gender Identity
- Other Dimensions of Diversity
- Multiple and Intersecting Identities
- Aversive Racism
- Social Identities and Leadership
- Leader Prototypes: Based on Narrow Gender and Racial Stereotypes
- LMX Leadership Theories Favor Dominant In-Groups
- Leadership Identity and Social Power
- Salience of Social Identities Among Leaders
- Cognitive Flexibility
- Leadership Qualities and Social Categorization
- Leadership as an Outcome of Social Categorization Process
- Content of Leadership Categories
- Social Power and Leadership Power
- Status Characteristics and Emergence of Leadership
- Double Standards: Influence of Social Categories on Expectations of Leaders
- Procedural Fairness
- Influence and Individual-Centric Versus Collective-Centric Identity
- Changing Images of Leaders
- Image Management
- Status and Legitimacy
- Challenges and Dilemmas
- Summary
- Discussion Questions: Developing Self-Awareness---From Leadership Traits to Identity
- ch. 5 Leadership Style
- Notable Quotes
- Vignette: Invisible Leadership---"Pushing From Behind"
- Leadership Styles
- Value Dimensions in Leadership Styles
- Are Differences in Leadership Style Related to Gender, Race, or Ethnicity?
- Task Versus Relationship Leadership Styles
- Assertiveness
- Transformational Leadership Style
- Transformational Versus Transactional
- Charisma
- Cultural Variation
- Collaborative Leadership Style
- Women and Collaboration
- Collectivism
- Team Leadership
- Servant Leadership
- Ethical Leadership
- Virtuous Leadership
- Failure of Leadership
- Fairness: Procedurally Fair
- Humane Leadership
- Confucian Leadership
- Benevolent Paternalism
- Authentic Leadership
- Authenticity and Bicultural Leaders
- Feminist Leadership
- Global and Multiethnic Focus
- Authenticity and Chinese Leadership
- Leadership Styles of Traditional Native American Indians
- Challenges and Dilemmas
- Leading Change
- Value Judgments
- Summary
- Discussion Questions: Multidimensional Leadership Styles Amidst Diverse and Global Contexts
- ch. 6 Organizational Contexts With Contributions by Beauregard Stubblefield-Tave
- Notable Quotes: On Self-Disclosure
- Vignette on Gender: Masculinized Contexts---"It Is What It Is!"
- Organizational Culture
- Organizational Culture: Academic Health Center
- Changing Organizational Culture Toward Becoming Diverse
- Multinational Organizational Cultures
- Power Distribution
- Organizational Culture Across Industry Sectors
- Health Care Sector
- Corporate Sector
- Higher Education Sector
- Community Nonprofit Sector
- Government/Military Sector
- Multinational and Global Organizations
- Organizational Structure
- Inclusive Workplace Model
- In-Group Versus Out-Groups
- Intergroup Leadership
- Organizational Composition
- Dominant Versus Minority Social Identity Status of the Leader
- Mainstream Versus Minority Group Status of the Organization
- Heterogeneous Versus Homogeneous Composition of the Organization
- Challenges of Intersection
- Diverse Leader-Member-Organizational Exchange Paradigm
- Mapping Organizational Contexts
- Measuring Organizational Culture: Tools Versus Instinct
- Performance Appraisals
- Organizational Diversity Leadership Skill Sets
- Organizational Fit
- Adapt or Conform
- Intercultural Competence
- Importance of a Reconciliation Process
- Summary
- Discussion Questions: Promoting Organizational Change---Building Organizational Cultures
- ch.
- 7 Societal Contexts of Leadership With Contributions by Beauregard Stubblefield-Tave
- Notable Quote: On Culture and Expressing Affect---"It's a Different Experience"
- Vignette on Social Responsibility
- Hong Kong Versus China: A Case Example
- Global Contexts: Cultural Orientation Value Dimensions
- Universality
- Power: Competition and Cooperation
- Collectivism and Individualism
- Egalitarianism: Masculinity-Femininity
- Humane and Social Responsibility
- Diverse Contexts: Influence of Lived Experiences
- Social Zeitgeist
- In-Groups Versus Out-Groups
- Credibility
- Privilege Versus Marginal Status
- Racism
- Biculturalism: Acculturation and Immigration
- Masculinized Contexts
- Intersections of Race, Ethnicity, and Gender in Masculinized Contexts
- Role Constraints
- Double Binds
- Stressors
- Biased Performance Appraisals
- Public Policy
- Community Benefits
- Chinese Exclusion Acts
- Golden Dilemmas: Ordinary People Can Become Great Diversity Leaders
- Summary
- Discussion Questions: Golden Dilemmas---Social Zeitgeist and Global Contexts
- ch. 8 Applications---Training Culturally Competent and Diverse Leaders
- Notable Quotes on Minority Leadership
- Vignette on Cultural Competence Awareness Training
- Purpose of Diversity Leadership Training
- Training for Culturally Competent Leaders: KSA Model
- Developing Culturally Fluent Leaders: Training Applications
- Training Diverse Leaders
- Leader Self-Awareness: Self-Assessment
- Leader Skills: Developing Cultural Fluency
- Leader Knowledge: Dimensions of Cultural Difference
- Dimensions of Cultural Difference: Leader Skill Sets
- Power Distance
- Uncertainty Avoidance
- Individualism and Collectivism
- Gender Differentiation
- Universalism and Particularism
- Neutral Versus Affective
- Specific Versus Diffuse
- Achievement Versus Ascription
- Attitudes Toward Time Control
- Internal Versus External Control
- Assertiveness
- Future Orientation
- Performance Orientation
- Humane Orientation
- Targeted Training Models
- Leadership Institute for Women in Psychology (LIWP): Training Women Leaders