Thought self‐leadership: a self‐regulatory approach to diversity management

Abstract

Discusses the nature of diversity in the work environment and its impact on performance. Examines how organizations have attempted to create an atmosphere in which diverse groups can flourish. Proposes an alternative form of training to help all employees cope with the challenges of a diverse workplace. Suggests that thought self‐leadership is a process which can assist employees in accomplishing goals of wellbeing and high performance. This self‐regulatory form of leadership is built on the premiss that one’s mind has a powerful influence over not just thoughts, but feelings and actions as well. Concludes that thought self‐leadership can be used as a tool to help all employees cope with an ever‐changing work environment and to focus on the positive aspects of a diverse workforce.

Citation

Neck, C.P., Smith, W.J. and Godwin, J.L. (1997), "Thought self‐leadership: a self‐regulatory approach to diversity management", Journal of Managerial Psychology, Vol. 12 No. 3, pp. 190-203. https://doi.org/10.1108/02683949710174810