
Contents
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Introduction Introduction
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What Is Effective Leadership? What Is Effective Leadership?
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Leading Self Leading Self
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Theoretical Foundations Theoretical Foundations
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Self-Perception Self-Perception
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Others’ Perceptions Others’ Perceptions
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Strategies for Enhancing Leadership of Self Strategies for Enhancing Leadership of Self
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Leading Self—Future Research Leading Self—Future Research
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Leading Others Leading Others
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Theoretical Foundations Theoretical Foundations
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The Social Identity Theory of Leadership The Social Identity Theory of Leadership
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Leader–Member Exchange Theory Leader–Member Exchange Theory
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Strategies for Enhancing Leadership Strategies for Enhancing Leadership
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Individualized Strategies Individualized Strategies
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Transformational Leader Behaviors Transformational Leader Behaviors
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Relational Leadership Behaviors Relational Leadership Behaviors
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Inclusive Leadership Behaviors Inclusive Leadership Behaviors
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Intergroup Strategies Intergroup Strategies
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Creating Shared Goals Creating Shared Goals
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Resolving Conflict Resolving Conflict
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Fostering Collaboration through Boundary Spanning Leadership Fostering Collaboration through Boundary Spanning Leadership
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Leading Others–Future Research Leading Others–Future Research
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Leading the Organization Leading the Organization
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Theoretical Foundations Theoretical Foundations
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Developing a Meta-Narrative Developing a Meta-Narrative
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Approaches to Managing Difference Approaches to Managing Difference
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Strategies for Enhancing Leadership Strategies for Enhancing Leadership
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Managing Faultlines Managing Faultlines
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Dealing with Diversity Crises Dealing with Diversity Crises
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Implementing Human Resources Practices Implementing Human Resources Practices
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Promoting a Learning Culture Promoting a Learning Culture
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Summary Summary
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Leading the Organization—Future Research Leading the Organization—Future Research
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Summary and Setting the Agenda for Future Research Summary and Setting the Agenda for Future Research
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Identifying a Diversity-Leadership Mindset Identifying a Diversity-Leadership Mindset
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Examining the Implications of Relational Leadership in the Context of Diversity Examining the Implications of Relational Leadership in the Context of Diversity
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Exploring Innovative and Creative Strategies for Developing Leaders of Diversity Exploring Innovative and Creative Strategies for Developing Leaders of Diversity
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Note Note
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References References
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31 Leadership in a Diverse Workplace
Get accessDonna Chrobot-Mason, Center for Organizational Leadership, University of Cincinnati, Cincinnati, OH
Marian N. Ruderman, Center for Creative Leadership, Greensboro, NC
Lisa Nishii, Cornell University, Ithaca, New York
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Published:13 January 2014
Cite
Abstract
Although there is a significant need to understand the implications of increasing demographic diversity for leadership, surprisingly little research has been conducted on the topic. This chapter reviews the extant research in this area. The authors organize the review into three sections: how leaders lead themselves, others, and the organization. In the first section, they discuss issues related to social identity and how leaders’ social identities interact with those of their employees in influencing what may be required for effective leadership. In the second section, they discuss the qualities that leaders are likely to need when managing employees who are from diverse backgrounds. The authors focus on developing quality relationships, cultivating an inclusive climate, spanning boundaries, and framing of diversity initiatives. In the last section, the authors discuss research related to the role leaders play in setting their organization’s diversity strategy, implementing diversity practices, managing conflict, responding to diversity crises, and measuring progress. The chapter ends with suggestions for future research.
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