New Set

Diversity Challenge

Workforce increasingly includes minorities, immigrants, and women

History of Diversity

Early immigrants faced discrimination; major progress after Brown v. Board (1954)

Cultural Competency

Awareness and willingness to understand behaviors of other cultures

Cross-Cultural Leadership

Ability to adapt, respect, and work effectively across cultures

Managing Diversity

Understanding cultural values and adapting leadership to different groups

Cultural Clusters

10 global groups based on language, religion, geography

Diversity

Includes age, gender, personality, education, lifestyle

Diversity Prescription

Treat all with dignity; eliminate discrimination; value diversity

Respect for All People

Intolerance leads to discrimination and harm

Benefits of Diversity

Creativity, better decisions, broader skills, competitive advantage

Diversity Strategies

Increase engagement, inclusion, and interaction across groups

Can People Change?

Yes—attitudes toward diversity can evolve through experience

Gender Diversity

Women are nearly half the workforce; leadership must adapt

Women in Leadership

Increasing presence; equal effectiveness to men

Glass Ceiling

Barriers preventing women from advancing

Generational Differences

Multiple generations with different values working together

Leadership & Diversity

Leaders must empower, develop, value diversity, communicate

Integrative Leadership

Combines diverse individuals into a stronger whole

Delegation

Assigning responsibility to multiply effectiveness

Why Leaders Fail to Delegate

Fear, lack of trust, lack of skill

Delegation Steps

Select → Define → Discuss → Give authority → Check → Evaluate

Assigning Work Effectively

Match task to person; consider workload; develop employees

Delegation Benefit

Frees leader for higher-level responsibilities

Person–Position Fit (PAP)

Performance + Attitude + Psycho-social compatibility (all 3 required)

Good Work

Work that benefits others and provides meaning and purpose

Management Roles

Top (strategy), Middle (implementation), First-line (supervision)

Management Skills

Technical, Relational, Conceptual

Vital Shift

Moving from doer → coordinator → thinker in management roles

Personality

Result of biological traits and cultural influences

Self-Concept

How you see yourself drives behavior

Personality Impact

Influences leadership, behavior, and relationships

Big Five Traits

Openness, conscientiousness, extraversion, agreeableness, neuroticism

Best Leadership Trait

Extraversion

Personality Types

Traditional, Participative, Individualistic

Traditional Style

Values rules, authority, structure

Participative Style

Values teamwork, relationships

Individualistic Style

Values independence and freedom

Types of Culture

Traditional, participative, individualistic cultures

Leadership Needs (Traditional)

Structure, rules, planning

Leadership Needs (Participative)

Relationships, harmony, teamwork

Leadership Needs (Individualistic)

Freedom, autonomy, creativity

Organizational Contributions

Traditionals = stability; Participatives = teamwork; Individualists = innovation

Interpersonal Differences

People differ in control, decision-making, and behavior styles

Personality Conflict

Conflict caused by differences in styles and perspectives

Solving Conflict

Talk openly, understand differences, communicate

Communication Improvement

Be honest, flexible, understanding, tolerant

Understanding Others

Awareness of differences improves relationships

Leader as Coach

Leaders help others grow and reach potential

Development of Others

People are developed, not born; leaders must mentor

Types of Coaches

Shaman, Priest, Elected, Missionary, Mystic Healer

Growth Conditions

Need, encouragement, action, self-esteem, internal commitment

Training in Workplace

Organizations must capture and share knowledge to stay competitive

Learning Organization

Continuously improves and shares knowledge

Training Benefits

Improves performance, skills, and profitability

Measuring Learning Effectiveness

Satisfaction → Learning → Application → Impact

Coaching for Success

One-on-one development for performance improvement

Coaching Best Practices

Willingness, feedback, practice, accountability

Leadership Development

Leaders are made through training and experience

Employer–Employee Relationship

Important for attracting and retaining talent

What Employees Want

Growth, recognition, respect, meaningful work

New-Job Tryout

Trial period to test job fit before permanent role

Organizational Success

Strong leadership, diversity, development, communication

How to Succeed at Work

Deliver results, be adaptable, maintain integrity

Performance Level 1

Unconsciously incompetent

Performance Level 2

Consciously incompetent

Performance Level 3

Consciously competent

Performance Level 4

Unconsciously competent

Personal Performance

Self-awareness, continuous learning, persistence