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Article
Publication date: 17 February 2021

Cara-Lynn Scheuer and Catherine Loughlin

Acknowledging that only examining the main effects of diversity may be limiting, the authors explore integrating van Knippenberg et al.'s (2004) categorization–elaboration…

Abstract

Purpose

Acknowledging that only examining the main effects of diversity may be limiting, the authors explore integrating van Knippenberg et al.'s (2004) categorization–elaboration model (CEM) of workgroup diversity as a linchpin in the relationship between empowering leadership and performance in age-diverse work groups. While prior research has focused almost exclusively on the impact of transformational leadership in diverse contexts, few studies have found the positive effects of transformational leadership to be diminished in certain age-diverse contexts. Consequently, the authors investigate whether empowering leadership may be a better approach in this context due to its emphasis on accommodating and participative behaviors.

Design/methodology/approach

Using survey data gathered from work group members across a wide array of industries (N = 214), the authors test for the moderating effects of empowering leadership on the relationship between age diversity and work group performance and its indirect relationship via information elaboration (while controlling for transformational leadership).

Findings

Empowering leadership positively moderated the direct relationship between age diversity and work group performance and the indirect relationship via information elaboration, whereas transformational leadership had the opposite effect. “Coaching” and “showing concern/interacting with the team” drove the positive effects of empowering leadership, and “personal recognition” and “intellectual stimulation” predicted the negative effects of transformational leadership.

Practical implications

This research offers insights into how managers can lead age-diverse work groups more effectively (i.e. by utilizing an empowering as opposed to a transformational leadership approach, with a particular emphasis on “coaching” and “showing concern/interacting with the team” behaviors).

Originality/value

The study identifies an “alternative” moderating contingency to the age diversity–performance relationship (empowering leadership).

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 15 May 2020

Michael K. Mickson, Alex Anlesinya and Ebenezer Malcalm

This study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the…

Abstract

Purpose

This study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana.

Design/methodology/approach

The study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships.

Findings

The results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction.

Practical implications

This means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours.

Originality/value

Although studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sector.

Details

World Journal of Entrepreneurship, Management and Sustainable Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2042-5961

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Article
Publication date: 23 December 2019

Alison Pullen, Carl Rhodes, Celina McEwen and Helena Liu

The purpose of this paper is to explore leadership for diversity informed by intersectionality and radical politics. Surfacing the political character of…

Abstract

Purpose

The purpose of this paper is to explore leadership for diversity informed by intersectionality and radical politics. Surfacing the political character of intersectionality, the authors suggest that a leadership for diversity imbued with a commitment to political action is essential for the progress towards equality.

Design/methodology/approach

Drawing lessons from the grassroots, political organizing of the black and Indigenous activist groups Combahee River Collective and Idle No More, the authors explore how these groups relied on feminist alliances to address social justice issues. Learning from their focus on intersectionality, the authors consider the role of politically engaged leadership in advancing diversity and equality in organizations.

Findings

The paper finds that leadership for diversity can be developed by shifting towards a more radical and transversal politics that challenges social and political structures that enable intersectionality or interlocking oppressions. This challenge relies on critical alliances negotiated across multiple intellectual, social and political positions and enacted through flexible solidarity to foster a collective ethical responsibility and social change. These forms of alliance-based praxis are important for advancing leadership for diversity.

Originality/value

This paper contributes to studies of leadership and critical diversity studies by articulating an alliance-based praxis for leadership underpinned by intersectionality, radical democracy and transversal politics.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 3 April 2017

Myung Jin, Jaeyong Lee and MiYoung Lee

While prior research has emphasized the importance of diversity management for the betterment of future workforce, the role of managerial actors in leading the diversity

Abstract

Purpose

While prior research has emphasized the importance of diversity management for the betterment of future workforce, the role of managerial actors in leading the diversity management movement has not been substantiated. The purpose of this paper is to examine the role of managers in practicing diversity management and the extent to which inclusive leadership affects employee performance.

Design/methodology/approach

The study draws on a large survey data (n=415,696) with a representative sample of employees in federal government in the USA.

Findings

The quantitative results show that diversity policy alone predicts performance less strongly for employees of racial minority than for whites. In contrast, the study finds that inclusive leadership predicts performance more strongly for nonwhites.

Research limitations/implications

The embodied approach to diversity management proposed in this paper expands the understanding of diversity management research by exploring the interaction effect between diversity policy and diversity leadership.

Practical implications

The paper is unique in proposing an interaction effect between diversity policy and diversity leadership in managing diversity.

Social implications

Previous studies in the literature surprisingly neglected to take into account the role of leader behavior in managing diversity. As the study shows the significant moderating role of diversity leadership in diversity management, organizational leaders are encouraged to critically assess and provide training for those team leaders and middle level managers to promote diversity in the workplace.

Originality/value

This is the first empirical study to distinguish and examine the relative impact of diversity policy and inclusive leadership on employee performance in the public sector.

Details

Leadership & Organization Development Journal, vol. 38 no. 2
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 12 July 2013

Michael K. Muchiri and Oluremi B. Ayoko

This paper aimed to explore the direct and indirect effects of demographic diversity variables on citizenship behaviours, affective commitment, collective efficacy and…

Abstract

Purpose

This paper aimed to explore the direct and indirect effects of demographic diversity variables on citizenship behaviours, affective commitment, collective efficacy and general productivity.

Design/methodology/approach

A self‐report questionnaire was used to gather data from employees in the public sector (local government) of Australia.

Findings

Results of the hierarchical regression analyses showed direct and significant relationships between certain demographic diversity variables and several criterion variables. Moving from non‐management to management level was predictive of an increase in organisational citizenship behaviours and affective commitment. Additionally, an increase in tenure within a work unit was predictive of general productivity. Conversely, an increase in organisational tenure was predictive of a decrease in general productivity. Also, an increase in women in a work unit was predictive of a decrease in organisational citizenship behaviours, collective efficacy beliefs and general productivity. Furthermore, an increase in men in a work unit was predictive of a decrease in organisational citizenship behaviours, collective efficacy beliefs and general productivity. Moderated regression analyses indicated that transformational leadership moderated relationships between organisational tenure and organisational citizenship behaviours as well as organisational tenure and general productivity. Finally, transformational leadership moderated relationships between women in work unit and organisational citizenship behaviours, and women in work unit and general productivity.

Research limitations/implications

The authors gathered cross‐sectional data for their research while both of their leadership and performance data were based on participants’ self‐reports. Future research should gather data from multiple sources and employ longitudinal and experimental designs to explore the link between demographic diversity, leadership and organisational outcomes.

Practical implications

Based on the current results, managers need to understand and nurture task‐related demographic diversity (such as gender composition of a workgroup, non‐management vs management level, and tenure in work unit) shown to be positively related to citizenship behaviours, affective commitment and general productivity. Furthermore, organisations should put in place human resource management programs which actively promote transformational leadership in order to lessen or neutralise possible negative effects of demographic diversity on relevant organisational outcomes.

Originality/value

This empirical study adds to the growing research findings regarding the relationship between demographic diversity variables and various organisational outcomes using data from the public sector of Australia.

Details

Leadership & Organization Development Journal, vol. 34 no. 5
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 4 April 2016

George Gotsis and Katerina Grimani

The purpose of this paper is to elaborate an integrative framework that positions diversity considerations in a continuum of various leadership theories. The authors thus…

Abstract

Purpose

The purpose of this paper is to elaborate an integrative framework that positions diversity considerations in a continuum of various leadership theories. The authors thus seek to differentiate between distinct leadership styles and assess their potential in fostering inclusive leader behaviors.

Design/methodology/approach

The authors proceed to a brief review of the extant literature on diversity leadership by distinguishing between diverse followers and diverse leaders on one hand, and leadership styles in diverse and heterogeneous teams, on the other. The authors then provide a rationale for leadership theories that are more likely to support leader inclusiveness and foster inclusive leader and follower behaviors.

Findings

Four distinct theoretical frameworks capturing the importance of emerging leadership theories (ethical, authentic. servant and spiritual leadership) for informing caring and inclusive climates, are introduced. The authors thus seek to delineate leadership styles effectively entrenched in organizational environments valuing, affirming and supporting diversity, which can better fit to inclusiveness goals.

Practical implications

In view of designing and implementing inclusive initiatives, organizations should consider the specific context in which diverse leaders operate and through which diverse followers interact with diverse leaders. In so doing, corporations should encourage leadership styles that effectively combine goal attainment with an unconditional affirmation of the intrinsic value of diversity.

Originality/value

The paper offers certain insights into the particular conditions that may help organizational leaders implement inclusion strategies facilitating thriving and fulfillment of diverse employees. In this respect, the authors elaborate on distinct leadership frameworks that are more pertinent to, and commensurate with inclusiveness objectives.

Details

Leadership & Organization Development Journal, vol. 37 no. 2
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 11 July 2016

This article aims to focus on leader–follower interactions in contexts where diversity plays an important role, and it provides practical advice for implementing…

Abstract

Purpose

This article aims to focus on leader–follower interactions in contexts where diversity plays an important role, and it provides practical advice for implementing inclusiveness in the workplace through different leadership styles.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Theories on leadership that take diversity into account are more inclusive and, currently, necessary in view of modern social contexts and global concerns. Current leadership theories should acknowledge and promote diversity as an added value and identify in which way inclusive leadership principles shape inclusiveness climates in organisations which value, affirm and support diversity.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organisations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most-pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategic Direction, vol. 32 no. 7
Type: Research Article
ISSN: 0258-0543

Keywords

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Abstract

Details

Global and Culturally Diverse Leaders and Leadership
Type: Book
ISBN: 978-1-78743-495-0

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Article
Publication date: 8 July 2014

Julia E. Hoch

Shared leadership is increasingly important in today's organizations. The purpose of this paper is to examine the association between shared leadership and team…

Abstract

Purpose

Shared leadership is increasingly important in today's organizations. The purpose of this paper is to examine the association between shared leadership and team performance, the moderating role of demographic diversity and the mediating role of information sharing on this relationship.

Design/methodology/approach

The research used a field study design, quantitative data of employees from two different organizations. Data were analyzed with structural equation modeling analyses.

Findings

Shared leadership was positively associated with team performance and this association was mediated by information sharing. Demographic diversity moderated the relationship between shared leadership and team performance, such that shared leadership was more strongly associated with team performance in more diverse teams and less in less diverse teams.

Research limitations/implications

The results found support for moderating and mediating variables, explaining under what conditions and how shared leadership is associated with team performance in organizations.

Practical implications

The findings highlight the importance of nurturing shared leadership, in particular as teams tend to grow more diverse in our todays’ work settings. They also highlight the importance of diversity in how shared leadership unfolds its potential.

Social implications

The research highlights that shared leadership, diversity, and information are increasingly important in today's organizations and should be considered from a more positive standpoint.

Originality/value

This research explored the association between shared leadership, demographic diversity, and information sharing with team performance. It represents a first step in examining the moderating and mediating variables of the shared leadership and team performance association.

Details

Journal of Managerial Psychology, vol. 29 no. 5
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 6 August 2018

Monica Garcia-Solarte, Domingo Garcia-Perez de Lema and Antonia Madrid-Guijarro

This study aims to empirically identify the relationship between gender diversity and organizational leadership.

Abstract

Purpose

This study aims to empirically identify the relationship between gender diversity and organizational leadership.

Design/methodology/approach

A multifactor questionnaire, Form 6-S, developed by Bass and Avolio (1992), is used to measure leadership. The results are derived from univariate and multivariate analyses conducted through ordinary least square linear regression. This study uses a base consisting of 142 small and medium enterprises in Cali (Colombia); men manage 111 of which, whereas women manage 31. The data came from a project performed by the Humanism and Management research group of the Administration Sciences Department of Valley University (Universidad del Valle). Fieldwork was conducted between November 2013 and April 2014.

Findings

The results show that companies with greater gender diversity (mostly women on the board of directors and in management) develop a transformational organizational style orientated towards organizational change through the transformation of followers.

Originality/value

There is no previous study combining these variables in Colombian context.

Details

Gender in Management: An International Journal, vol. 33 no. 6
Type: Research Article
ISSN: 1754-2413

Keywords

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