leadership studies and social responsibility 101

LeadershipAnd

Social Responsibilities

WHO IS A LEADERInstructor: Ed Sawyer

Day 1

ReadingsEssential1.Lussier, Robert N, Achua, Christopher. (2007) Effective 3rd edition. Thomson South-Western

Supplementary2.Lussier, Robert N. (2004) Leadership – Theory, Application, Skill Development 2nd edition. Thomson South-Western3.Bratton, John. (2005). Organizational Leadership. Thomson South-Western4.Whetten, Cameron (2005). Developing Management Skills 5th edition. Prentice Hall5.Daft Richard L. (2005). The Leadership Experience. Thomson South-Western6.Potoker, Elaine S. (2005). Managing Diverse Working Styles: The Leadership Competitive Advantage. Thomson South-Western.

Assessments

Assessment 1Exam Mid Term 2 hour durationAssessment 2Final Exam 3 hour durationAssessment 3Assignment 2000 words Due -

• Leader – Follower Relationship• Influence• Organisational Objectives• Change• People

5 Key Elements of Leadership

Leadership

Influence

Organizational Objectives

PeopleChange

Leaders-Followers

Benchmarking. Total Quality Management. Customer Focused. Best Practices. Globalisation. Information technology. Flexible manufacturing. Lean manufacturing. Micromarketing. Competitive advantage. Core competencies. Capabilities. Strategic intent. Strategic alliances. Partnering. Outsourcing. Networking. Time based competition. Continuous improvement. Business process redesign. Cross functional teams. Mission statements. Concurrent engineering. Downsizing. Right sizing. Delayering. Information. Revitalisation. Restructuring. Reengineering. Organisational redesign. Job redesign. Culture change. Gainsharing.

Pay-for-performance. Computer aided design. Computer aided engineering. Computer aided manufacturing. Computer integrated manufacturing. Asset management. The new organisation. The learning organisation. The network organisation. The innovative organisation. The informated organisation. The adaptive organisation. The hybrid organisation. The empowered organisation. The transnational organisation. Knowledge workers. Entrepreneurs. Intrapreneurs.Key Performance Indicators.Key Value Drivers. Key result Areas. Open Book Management. Balanced Scorecard. Had enough? There are more……….

Interpersonal Roles◦ Figure head◦ Leader◦ Liaison

Informational Roles◦ Monitoring◦ Disseminator◦ Spokesperson

Decisional Roles◦ Entrepreneur◦ Disturbance Handler◦ Resource Allocator◦ Negotiator

Leadership Roles

• Traits – Leaders are born not madeLooking for a set of traits which would identify a leader e.g. dominance, self reliance, high energy

• Behaviour – What leaders do, and how they do it• Leadership roles Interpersonal, Informational

Decisional• Task Leadership• People orientated

Leadership Theory

• Contingency – No one good leadership style for all situationsStudy to understand which leadership styles would work in any given situation

• Integrated – Combining “Trait” “Behavioural” and “Contingency” Theories

Leadership Theory

• Management to Leadership – Democratic Form of Leadership

• Managers were generally autocratic, this has change to distributed leadership

• Managers had a tight reign on controls and employees – this has changed to employees ownership of tasks and processes

• Management was top down

Leadership Theory

LEADERSHIP TRAITS AND ETHICS

Day 2

There is a growing understanding in management and leadership that people are an important aspects of the success of the company.

Managers that do not have the relevant skills to deal with people will have difficulty moving up the corporate ladder.In the traits of an effective leader, there is a fine line between good and bad

Task orientated Vs People Orientated

Bullying styleBullying style

Cold, aloof, arrogantCold, aloof, arrogant

Betrayed personal trustBetrayed personal trust

4. Self-centered4. Self-centered

Specific performance problems

Specific performance problems

Over managedOver managed

6MajorReasonsforExecutiveDerailment

• An important aspect of leadership• Dominant leaders will take charge, however

this done incorrectly may be seen as bossy, pushy arrogant or bullying.

Dominance

• A drive to achieve• Ability to tolerate stress• Enthusiasm• Drive to achieve

High Energy

• Decision making• Capable• Self confidence can influence others by having a

reassuring effect

Self Confidence

Locus of Control• Belief that they are in control of their life and destiny• Future oriented• Learn from mistakes

• Emotionally in control• Secure and positive

Stability

Integrity

• Honesty to self and others• Trusting – able to trust other to do

their work

• Generally have an above average intelligence• Cognitive ability to think critically

Intelligence - IQ

Emotional Intelligence EQ

• Ability to work well with people• Ability to understand others

emotions/feelings

• Able to adjust• Leaders bring about change – therefore must

be able to adjust

Flexibility

Sensitive to Others• Understand the individual and group needs and

wants• Empathy

• Theory X– Believe that people generally dislike work and they

must be closely supervised– People are lazy.– People lack ambition– People dislike responsibility– People are self-centered– People don’t like change

Douglas McGregor Theory X and Y

• Theory Y– Believe that people generally want to do their best

at work, and given the chance will do what is best for the company

– People are energetic.– People want to make contributions.– People do have ambition– People will seek responsibility

This may be self prophesising as people will generally rise to the expectation of their leaders

Douglas McGregor Theory X and Y

• Differences between unethical and unlawful• Ethic often relates to cultural beliefs, or

practices• Situation can often influence the position of a

persons ethics

Ethics

Four considerations in ethical decision making• 1 the utilitarian approach• 2 the individualism approach• 3 the moral rights approach• 4 the justice approach

Ethics

The utilitarian approach• The utilitarian approach holds that moral

behaviour produces the greatest good for the greatest number.

• Critics of this approach fear a tendency towards a ‘Big Brother’ approach and question whether the common good is squeezing the life out of the individual.

Ethics

The individualism approach• The individualism approach contends that acts

are moral when they promote the individual's best long-term interests, which ultimately leads to the greater good.

• Individual self-direction is paramount.• Individualism is believed to lead to honesty and

integrity, since that works best in the long run.

Ethics

The moral rights approach• The moral rights approach is the ethical

concept that moral decisions are those that best maintain the rights of those people affected by them.

• An ethical decision is one that avoids interfering with the fundamental rights of others.

Ethics

‘Moral rights’• the right of free consent• the right to privacy• the right of freedom of conscience• the right of free speech• the right to due process• the right to life and safety

Ethics

The justice approach• The justice approach is the ethical concept that

moral decisions must be based on standards of• equity, fairness and impartiality.• Three types of justice approaches:– distributive justice– procedural justice– compensatory justice.

Ethics

the manager: levels or stages of moral development◦ pre-conventional◦ conventional◦ post-conventional

the organisation

employment conflicts of interest environmental issues sexual harassment workplace safety employee privacy ethical conflicts in international business the security of company records affirmative action.

Factors affecting ethical choices

LEADERSHIP BEHAVIOUR AND MOTIVATION

Day 3

• Push and Pull Factors of Motivation

• Hierarchy of Needs• Maslow’s Hierarchy of needs suggests people are

motivated through five levels of needs– Physiological– Safety– Belongingness– Esteem– Self actualisation

Motivation and Leadership

MASLOW’S HIERARCHY OF NEEDS

• Maintenance – Extrinsic Motivators– Motivators which comes from outside the person

• Pay• Security• Title• Conditions

• Motivators – Intrinsic Motivators– Motivators which comes from within the person

• Achievement• Challenges• Advancement

Two Factor Theory

• Are Intrinsic or Extrinsic factors a greater motivation

• Which will keep and employee satisfied with their work

The presence of Intrinsic or Extrinsic factors may not be a motivator, however the lack of the presence may be a de-motivator

Two Factor Theory

• All people have the need for – Achievement– Power– Affiliation

Acquired Needs Theory

INFLUENCE POWER POLITICS NETWORKING AND NEGOTIATION

Day 4

• Position Power comes from the perceived or delegated power through being placed in a position of leadership or management

• Personal Power comes from the personal traits and behaviour

• They are relatively independent, however do overlap

Position Power Vs Personal Power

• Based on the legitimacy given to the person by the company. This could include rank, title etc.

• Power is influenced by the ability to give rewards or punishment due to their required position

Legitimate Power

• Based on the ability to give something as a reward to another person.

Reward Power

Coercive Power Similar to Reward Power, however it is the

ability to take away something or punish another person.

• Based on the ability to influence someone due to a relationship or loyalty.

Referent Power

Expert Power Based on the knowledge that person has

which can be used to influence people

• Based on the ability to have the knowledge.• Knowledge is not power, the use of knowledge

is power.

Information Power

Connection Power Based on the relationships with people of

influence or power

Boundary SpannersConnectors etc.

6 Degrees of Separation

Negotiation

CONTINGENCY LEADERSHIP THEORIES

Day 5

• Effective Leadership depends on a variety of variables

Contingency Theory

Follo

wers

Capa

bilit

y

Moti

vation

LeaderPersonality traits

BehaviorExperience

Contingency LeadershipFramework Variables

Situa

tionTa

skSt

ructu

re

Envir

onm

ent

• Organisation are increasing looking for leaders which understand contingency leadership

• Leaders must be able to adapt to the given situation

• No one leadership style is suitable in all situations

COMMUNICATION COACHING AND CONFLICT SKILLS

Day 6

Send

erCommunication

Rece

iver

Medium

Feedback

Interference(Barriers)Message sent

(Encoding)

Message Received(Decoding)

All communication needs to be effective in order to demonstrate our intention to our customer and colleague, and to deliver service and responses quickly.

To help achieve effective communication, the following five rules apply:

1. Every message must have a purpose.2. Messages should match the interests and abilities of the receiver.3. Unnecessary words should be eliminated.4. Chosen words should be within the experience range of the receiver.5. Verbal messages should be clear and concise, using the correct words

and their pronunciation, along with appropriate inflection, tone, language, speed and volume of voice.

Verbal communication involves sending and receiving messages via language or speech (verbal communication) or via body language (non-verbal).

For communication to occur there must be ‘feedback’: the receiver must also send a message that indicates they have understood the message that has been sent.

Without feedback, there is only monologue, not dialogue – without feedback it is possible to argue that no real communication has occurred.

Communication comprises both ‘verbal communication’ and ‘non-verbal communication’:

The two main causes of breakdowns in communication are:1. a lack of the necessary communication skills, and 2. a lack of motivation to communicate properly.

Factors that increase the chance of communication failure or breakdown include:

Hidden agendas – where the real message behind the communication is something other than the message being sent

Negative feelings – bad feelings built up in you by actions or words from others. Personal traits – the way that an individual's personal characteristics affect

their natural communication ability: a person may naturally be an 'avoider', a 'joker' or a 'blamer' and these traits will affect both the messages they send and the way they receive and interpret messages.

When working in the hospitality industry, there is a need to communicate with both customers and other staff (colleagues).

It is important that all of these communications are conducted in a polite, professional and friendly manner.

Who might communication occur with?• Workmates/colleagues• External customers and clients• Local residents• Visitors

The medium is the tool you use to communicate. There are numerous mediums in the workplace, including:

Fax Email Speaking face-to-face Telephone Two-way communication systems Simple written messages Standard business forms eg: maintenance request Using an interpreter

• Paraphrasing is a form of feedback• It allows the sender that the receiver has

understood the message

Paraphrasing

• Conflict should be managed• Conflict can be functional and dysfunctional• Conflict can be due to a tangible or intangible

problem• Conflict can arise from relationships

Conflict

Conflict Management StylesHigh Concern

forOthers’ Needs

Low Concern for

Others’ and Own Needs

High Concern for

Others’ and Own Needs

High Concern for

Own Needs

AccommodatingPassive

You Win, I Lose

Collaborating Assertive

You Win, I Win

Negotiating Assertive

You Win Some, I Win Some

Avoiding Passive

You Lose, I Lose

Forcing Aggressive

You Lose, I Win

4-13

• Accommodating is when one person or group attempts to resolve the conflict by giving the other person or persons what they want or need

• This may not achieve the best for both parties• May result in further conflict

Accommodating Conflict

• Avoiding is when one person or group attempts to resolve the conflict by ignoring the issue or person

• This may not achieve the best for both parties• May result in further conflict or escalation of

the conflict• Can be used successfully in some situations

Avoiding Conflict

• Negotiating is the use give and take concessions (bartering)

• This may achieve for both parties a middle ground of compromise where both parties are satisfied

• May result in less than favourable results or productivity

• This is often seen in budget reviews where management will ask for more, yet expect less.

Negotiating Conflict

• Collaborating is finding a way to jointly resolve a situation ( Win/win)

• This may achieve the best for both parties• Rather than finding a middle ground, thus

dividing the pie, collaborating will try to grow the pie.

• May be time consuming to ensure the best for both parties

Collaborating Conflict

• Forcing is using bullying or standover tactics to force the resolution, usually in one person’s favour

• This may achieve the resentment and an unco-operative outcome

• Forcing may be used when safety or legal considerations are paramount

Forcing Conflict

LEADER/FOLLOWER RELATIONS

Day 7

Alignment Distributed Leadership Integration of Effort Out Front Up Front Resourcing the Future Time Based Bias for Action Learning Focus Discipline Measurement/Feedback Customer Value Capabilities Micro to Macro

Adapted from Prof Danny Samson

• There is good alignment of employee values and articulated company values.

• There is good alignment of employee mindsets and strategic business imperatives.

• These values and mindsets guide employee behaviors and are aligned with customer requirements, the stated strategy and the financial performance requirements of the firm.

Principle 1 : Alignment

Senior Managers in great companies are having less and less to do with organizational and day to day operational issues. These have been devolved to individuals and work groups who have been given, and who accept, increased decision making authority, responsibility and accountability.

Managers pull back from managing the short term and focus on creating and resourcing the medium and long-term for the firm. They have become strategists and change agents.

Principle 2 : ‘Distributed’ Leadership

Leading companies have broadened the scope and span of all employees’ objectives and responsibility cycle. They achieve an integration of effort and purpose across the firm, often restructuring to suit, from functional hierarchies to a systemic value chain/process focus.

They also are involved in integrating their activities, values and goals with those of customers and suppliers including material and technology supplies.They focus on making all relationships partnership-like.

Principle 3 : Integration

Being ‘out front’ means leading customer requirements, leading environmental policy and practice, leading industry standards, leading supplier partnership development, leading in quality, leading in responsiveness, leading in product design and features, leading in technology management.......

Leading firms make extensive use of information technology in order to look and act global.

Principle 4 : Being ‘Out Front’

Being ‘out front’ means leading customer Being ‘up front’ means being open, honest and acting with integrity in all areas of business activity.. only making promises to customers that can be kept...

telling employees “the way it is”...confronting unacceptable behavior etc

Senior Managers in leading organizations place an extremely high value on the “quality” of their working relationships and the effectiveness of the executive management team.

Principle 5 : Being ‘Up Front’

Whilst being lean, leading organizations do not cut so ‘close to the bone’ as to stop their development. They have enough professional resources to engage in key strategic projects. Operators are able to balance their time between operating, improving processes and learning.

This is not to say cost reduction is not a driving focus in leading firms, it invariably is. By investing in learning today, great companies build cost reduction and other capabilities for tomorrow.

Principle 6 :Resourcing the Medium Term (3 years)

• This means having time as a critical value and set of measures, whether its the time taken to respond to customer enquiries, the order to delivery time or the product development time.

• To be an effective time based competitor requires mastery of cost, quality and flexibility.

Principle 7 : Being Time Based

• Leading firms are as good at executing ideas and strategies as formulating them.

• Leading firms have developed change management capabilities and project management disciplines as core capabilities themselves!

• Accountability is ‘tough and hard’ in these companies

Principle 8 : Having a Bias For Action

• Learning for all employees is seen as critical to success in leading firms.

• This is born from being always dissatisfied with performance and processes, and realizing that improved knowledge translates into improved processes and then performance. Ranging from multi-skilling to management think tanks, excellent firms continually invest in the brains of all their employees.

Principle 9 : Having a Learning Focus

Leading firms have not empowered their workforces and ‘set them free’.

They have more structure rather than less, lots of standardization and documentation, with a strong systems perspective.

Improvement processes are standardized in their nature. Many best practice firms seem to go ‘overboard’ in their behaviors aimed at achieving discipline, integrity of process control and standardized procedures.

Principle 10: Being Disciplined

Leading companies measure a range of non-financial parameters as well as financials. They recognize that corporate value potential is like an iceberg.

The financials represent the 10% you can see; the other 90%, the technological, operational and organizational systems that you don’t see in company accounts need to be measured, evaluated and actively managed.

Leading companies frequently use performance scorecards in their operations.

Principle 11: Measurement and Reporting/Publication

Leading companies do more than just know their customers’ requirements.

They drive to maximize customer value creation through their organizations' activities.

They create customer needs that never existed before, they predict changes in customer needs before they happen, they identify customer needs that even the customer can’t identify for themselves, they relentlessly pursue previously unnerved customers etc .

Principle 12: Driving Customer Value

• Core capabilities’ are defined, managed, communicated, valued and ‘held sacred’ as priority areas for investment and decision making.

• The principle of capabilities investment directly supports the principle of driving customer value as capabilities are the means by which superior order winner characteristics are developed.

Principle 13:Investing in Capabilities

• In leading organizations each and every employee understands how his/her individual and team-based work effort connects with, and contributes to, the ‘big picture’ of business success. There is a strong connectedness between business goals and individual and work group goals.

Principle 14: Connection Between Micro and Macro

TEAM LEADERSHIP AND SELF MANAGED TEAMS

Day 8

• A lot is discussed about the benefits of teams• Teams are not always the best answer• Teams often bring about a

TeamworkADVANTAGES

–Synergy

–Avoids major errors

–Faster, better decisions

–Continuous improvement

–Innovation

–Stimulates self-motivation

–Greater job satisfaction

–Needs fulfillment

DISADVANTAGES–Pressure to conform to group standards

and conduct–Ostracized for

productivity–Social loafing–Groupthink–Inter-group conflicts

Team Sizeand

Composition

Team Sizeand

Composition

Member’sStatus

Member’sStatus

5 Determinantsof Effective

Team Decisions

5 Determinantsof Effective

Team Decisions

TeamCohesiveness

TeamCohesiveness

Member’sTraits and

Values

Member’sTraits and

Values

Qualityof

Leadership

Qualityof

Leadership

7-12

Boundary spanners◦ Boundary spanners are well connected in the inter-network and the connection of other networks or

groups. They are well-positioned to be innovators and to introduce new ideas into the group, since they have access to ideas and information flowing from other networks. They are able to combine different information and knowledge, found in various places, into new products and services.

Central Connectors ◦ They are the quantitative connectors within a network. They have many dealings with individuals, and

have a well connected and knowledgeable association with the network. Due to this connection they can have a lot of power to influence other members of the group. This can be an asset to the organisation if the values align with the organisation, however they can also become a hindrance, if their network is tight or selective.

Information brokers◦ Information brokers are similar to boundary spanners. Unlike boundary spanners who connect to outside

the network information brokers connect several subnetworks within the organization. Information brokers are essential because they prevent the many groups within any large organization from falling apart into separate identities. They have many indirect connections throughout the organization.

Peripheral specialists◦ Peripheral specialists are outsiders in the network, however are very important as they are pulled in for

specific advice or tasks. They are not tightly integrated into the group, yet are integral to the group. They may not spend a lot of time communicating with others, and often don’t want to work in a committee.

Social Networking

• Disc is a way of studying the behaviours of individuals in their environment or within a specific situation

• Split into 4 different personality types– Dominance – relating to control, power and assertiveness

– Influence – relating to social situations and communication

– Submission – relating to patience, persistence, and thoughtfulness

– Compliance– relating to structure and organization

DISC

People who score high in the intensity of the "D" styles factor are very active in dealing with problems and challenges, while low "D" scores are people who want to do more research before committing to a decision. High "D" people are described as demanding, forceful, egocentric, strong willed, driving, determined, ambitious, aggressive, and pioneering. Low D scores describe those who are conservative, low keyed, cooperative, calculating, undemanding, cautious, mild, agreeable, modest and peaceful.

Dominance

People with high "I" scores influence others through talking and activity and tend to be emotional. They are described as convincing, magnetic, political, enthusiastic, persuasive, warm, demonstrative, trusting, and optimistic. Those with low "I" scores influence more by data and facts, and not with feelings. They are described as reflective, factual, calculating, skeptical, logical, suspicious, matter of fact, pessimistic, and critical.

Influence

Steadiness: People with high "S" styles scores want a steady pace, security, and do not like sudden change. High "S" individuals are calm, relaxed, patient, possessive, predictable, deliberate, stable, consistent, and tend to be unemotional and poker faced. Low "S" intensity scores are those who like change and variety. People with low "S" scores are described as restless, demonstrative, impatient, eager, or even impulsive.

Submissive

People with high "C" styles adhere to rules, regulations, and structure. They like to do quality work and do it right the first time. High "C" people are careful, cautious, exacting, neat, systematic, diplomatic, accurate, and tactful. Those with low "C" scores challenge the rules and want independence and are described as self-willed, stubborn, opinionated, unsystematic, arbitrary, and unconcerned with details.

Conscientious

• Placing people into teams which have different styles and priorities may cause conflict

• Its important to understand that everyone is different and sometimes people will not achieve if the personalities are different

• Teams can be highly effective, or ineffective

• Relatively autonomous workgroups in which the obligations and responsibilities which have traditionally been management, have been transferred to the group of people who perform a complex task with highly interdependent activities

Self-Managed Teams

Acquire Supplies

& Materials

Deal with Conflicts

Interact with Customers

Perform Team Member Evaluations

Make Operating Decisions

Create Task Procedures

Assign Work

Plan Schedules

Self-Managed Teams Are

Usually Empowered to:

Self-Managed Teams Are

Usually Empowered to:

Stronger CommitmentStronger Commitment

Improved Qualityand Efficiency

Improved Qualityand Efficiency

More Satisfied EmployeesMore Satisfied Employees

Lower Turnover / AbsenteeismLower Turnover / Absenteeism

Faster Product DevelopmentFaster Product Development

Flexibility Dealing with Personnel Shortages

Flexibility Dealing with Personnel Shortages

Helps Solve Problems &Suggest Improvements

Helps Solve Problems &Suggest Improvements

PotentialBenefits of Using Self-ManagedTeam

PotentialBenefits of Using Self-ManagedTeam

Stages of Team DevelopmentStormingLess CommitmentSome CompetenceMembers become dissatisfied with the team as they develop confidence.

FormingHigh CommitmentLow Competence

Members come committed but have not developed competence in working together.

NormingVariable Commit.

High Competence

Commitment changes while competence remains constant.

PerformingHigh CommitmentHigh CompetenceCommitment and competence remain high

Appropriate Leadership StyleAutocratic Consultative Participative Empowerment

High Task

Low Relationship

High Task

High Relationship

Low Task

High Relationship

Low Task

Low Relationship

CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP

Day 9

Charismatic leaders work on personalities to achieve their goals and objectives.

Usually formed by attributes rather than positional power

Usually thought to be people of exceptional quality, people inspire to be like them.

Influence based on follower perceptions that the leader is endowed with the gift of divine inspiration or supernatural qualities.

Charismatic Leader

VisionThe ability to show the followers a vision and to have the followers to rally behind that vision.

Communication SkillsCharismatic leaders generally have the ability to communicate complex ideas in common

ways and ways which appeal to their followers

Self ConfidenceThe Charismatic leader will portray a confidence in their conviction which will inspire others

to follow

Aspire TrustCharismatic leaders generally have the ability to have followers trust in what they are trying

to achieve

Qualities of a Charismatic Leader

High RiskRisk taking is an integral part of the charismatic leader. By taking risks the leader can show followers the

path

Bias for ActionCharismatic leaders generally have the ability to communicate complex ideas in

Relationship BuilderThe Charismatic leader will build relationships with their followers

Empower OthersCharismatic leaders generally empower other to achieve and to ensure the vision is on course

Self PromotingCharismatic leaders ensure others know of their exploits.

Qualities of a Charismatic Leader

Transformational leaders work on abilities rather than personalities to achieve their goals and objectives.

Create organisational and process commitment

Often task orientated

Uses all of the qualities of the charismatic leader

Transformational Leader

Phases of TransformationProcess

Recognizing need for change.

Create a new vision.

Manage Transition

Institutionalize the change.

LEADERSHIP OF CULTURE AND DIVERSITY AND THE LEARNING

ORGANISATION

Day 10

What is it?

Culture

Culture• The set of key values, assumptions,

understandings and ways of thinking that is shared by members of an organization and taught to new members.

11-3

Characteristics of Low-Performance Cultures

Insular thinking

Resistance to change

Politicized internal environment

Unhealthy promotion practices

11-4

Characteristics of High-Performance Cultures

Culture reinforcement tools

Intensely people orientedResults orientedEmphasis on achievement

and excellence

11-5

Symbolic Leadership Actions for Shaping Culture

• Leaders serve as role models

• Ceremonial events for high achievers

• Special appearances by leaders

• Organizational structure

11-6

Achieving Diversity

ObstaclesObstaclesPolicies

and Practices

Policiesand

PracticesEthnocentrismEthnocentrism

GlassCeilingGlass

Ceiling

UnfriendlyWork

Environment

UnfriendlyWork

Environment

Stereotypes and

Prejudice

Stereotypes and

Prejudice

People are different. There are a number of things that make us all different, including:

The way they live – including where and how they live Values and principles – the importance placed on people, actions and

things, and personal guidelines for living life Educational background Sporting interests Food and beverage tastes Lifestyle background – what car do they drive, where have they worked? Place of birth – born in Australia or overseas? Styles of communication Religious beliefs – who or what do they believe in? Is English their first or second language?

The diversity of customers and colleagues

The diversity of customers and colleagues

• Just because these people are different to you doesn’t make them any better or worse – they are just different.

• In your industry workplace you must make sure that any personal bias is not allowed to adversely influence and affect the way you interact with such individuals.

• In an industry that is such a strong service-oriented industry there is absolutely no room for prejudice.

• Prejudice relates to holding a personal bias or point of view that disposes you to prejudging a person (or situation) rather than deal with the facts that relate to the person (or situation).

108

Keys in factoring in appropriate verbal and non-verbal communication when dealing with people from another culture

include:

• Identify the country/culture• Take time to plan what to say and how to say it• Be mindful of your body language – much/most non-verbal communication is spontaneous • Avoid industry/establishment jargon • Avoid Australian slang/colloquialisms• Avoid complex statements• Give the person your full attention• Use alternative communication strategies to support the verbal communication• Be alert to feedback from the other person – especially in regard to identifying when

something you may have said/done has given unintended offence.

109

STRATEGIC LEADERSHIP AND MANAGING CRISIS AND CHANGE

Day 11

Social responsibility is the obligation of organisation/management to make choices and take actions that will contribute to the welfare and interests of society as well as the organisation.

Social responsibility involves:◦ distinguishing right from wrong◦ being a good corporate citizen

Many social-responsibilities issues are ambiguous with respect to right and wrong.

Social responsibility

Organisational stakeholders