INCLUSIVE LEADERSHIP: PART 2B
INCLUSIVE LEADERSHIP: PART 2B
•Business
Cases for EDI
Inclusive Leadership & Cases for Diversity
•Cultural Intelligence Case Study •Dove •H&M
Seminar
LECTURE 2B WILL COVER
THE BUSINESS CASE: COURAGE
COMMITMENT COLLABORATION
CURIOSITY CULTURAL INTELLIGENCE
COGNIZANCE
Business Case •Organisation can use strategic and individual focused approaches to improve its overall performance
4 MAIN CASES FOR DIVERSITY
“Managing Diversity initiatives seek to fully develop the potential of each employee and turn the different sets of skills that each employee brings into a business advantage. Through
fostering the difference, team creativity, innovation and problem-solving can be enhanced. The focus is therefore, much more on the individual rather than the group. Having a diverse workforce not only enables organisations to understand and
meet customer demand better, but also helps attract investors and clients as well as reduce the costs associated with
discriminations.” (Davidson & Fielden, 2003)
PHILOSOPHY BEHIND THE BUSINESS CASE
Diverse leadership
Diverse Workforce •recruitment •retention
Business performance Reputation
THE BUSINESS CASE FOR DIVERSITY
Presenter Notes
Presentation Notes
Workforce is usually diverse but not the leadership
Internal Business Benefits Diverse perspectives from diverse
workforce Improved operations internal to the
firm Better creativity Better Innovation Better problem-solving Resulting in better decisions Diverse workforce can offer greater
flexibility
BUSINESS PERFORMANCE: COLLABORATION, CURIOSITY & THOUGHT DIVERSITY
Presenter Notes
Presentation Notes
Curiosity Highly inclusive leaders have an open mindset, a desire to understand how others view and experience the world, and a tolerance for ambiguity. Inclusive leaders accept their limitations and hunger for the views of others to complete the picture. This thirst for continual learning helps drive attributes associated with curiosity—open-mindedness, inquiry, and empathy. Time and effort are required to engage with diverse others, as is the skill of synthesizing a broader range of perspectives. But the result is loyalty from others who feel valued, along with access to a richer set of information that enables better decision making. For inclusive leaders, asking curious questions and actively listening are core skills that are key to deepening their understanding of perspectives from diverse individuals�
External Business Benefits Firms better represent the world and
legislative environment Having staff with roots in other
countries and cultures can help a business address its products appropriately and sensitively to new markets Growth sales Companies with diverse leadership
tended to have strong financial performance
BUSINESS PERFORMANCE: COLLABORATION, CURIOSITY & THOUGHT DIVERSITY
Presenter Notes
Presentation Notes
Collaborative Highly inclusive leaders empower individuals as well as create and leverage the thinking of diverse groups. At its core, collaboration is about individuals working together, building on each other’s ideas to produce something new or solve something com But while collaboration among similar people is comfortable and easy, the challenge and opportunity thrown up by the foundational shifts is collaboration with diverse others: employees, customers, or other stakeholders. Inclusive leaders understand that, for collaboration to be successful, individuals must first be willing to share their diverse perspectives
SEMINAR ACTIVITY: CULTURALLY INTELLIGENT OR
NOT?
CULTURAL INTELLIGENCE: REPUTATION
https://padlet.com/dyneshia_johnson/tkbbo1him0afa43h https://padlet.com/dyneshia_johnson/edjpugpf0y486ix
Presenter Notes
Presentation Notes
Culturally intelligent Highly inclusive leaders are confident and effective in cross-cultural interactions. While an understanding of cultural similarities and differences is important, inclusive leaders also recognize how their own culture impacts their personal worldview, as well as how cultural stereotypes—including the misuse of cultural models—can influence their expectations of others.� 1. Go to padlet: emailed to you or got to the link
•If you do not search them online •What was the public’s response to the advertisements? •How did H&M and Dove respond in the wake of public sentiment?
Do you remember these advertisements and the controversy around them?
•DOVE: https://padlet.com/dyneshia_johnson/tkbbo1him0afa43h •H&M: https://padlet.com/dyneshia_johnson/edjpugpf0y486ix •Click the PINK CIRCLE to add your thoughts
Next copy and paste the links to the Padlets
•Advertising Executive •Global Customers
Consider 2 perspectives
Be prepared to debate!
SEMINAR: BE READY TO DEBATE!
WHAT OF TECHNOLOGY? EMERGING TRENDS THAT CALL
FOR INCLUSIVE LEADERSHIP
FROM THE ANECDOTAL
Presenter Notes
Presentation Notes
A 2018 study found that in the UK, only 14% of VR companies had any women directors, but the pattern persists in consumers too, with a study by the Global Web Index showing that in the USA, only 16% of women have experienced VR, compared to 30% men. The speakers suggested that this is partly due to the way that VR is perceived as being “for men”, with many experiences on the market focusing on traditionally masculine themes, like action, military and sports.
TO RESEARCH
TO APPLICATION
Presenter Notes
Presentation Notes
https://twitter.com/i/status/897756900753891328
WHY IS THIS?
��Inclusive Leadership: Part 2B��
Lecture 2B will cover
The Business case:�Courage�Commitment �Collaboration�Curiosity�Cultural intelligence�Cognizance�
4 main Cases for diversity
Philosophy behind the business case
�The Business Case for Diversity �
�Business Performance:�Collaboration, Curiosity & Thought Diversity �
�Business Performance:�Collaboration, Curiosity & Thought Diversity �
Seminar Activity:�Culturally Intelligent or not?�
�Cultural Intelligence: Reputation�
SEMINAR: Be ready to Debate!
What of technology? EMERGING Trends that Call for Inclusive leadership
Slide Number 13
From the anecdotal
To research
To application
Why is this?
Slide Number 18
Slide Number 19
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