By: Abdimalik Jama Omar
1.0.Introduction
1.0.Introduction
In the twenty first century leaders has become more concerned with managing diversity in the organizations (Yukl, 2001). Workplace diversity refers to the variety of differences among people in an organization. Diversity could be related to some factors including: age, gender, culture, education, employee status, physical appearance, family status, regional origin, national origin, thinking style, religion, race and more (Agrawal, 2012). Diversity management is considered as the process aimed to both maintain and create a positive work environment, where all individuals’ similarities and differences are valued, so that all individuals can maximize their contributions to organizations’ strategic objectives and goals (Patrick & Kumar, 2012). It was found that cross cultural collaboration and teamwork are extremely crucial for organizational success. For example, in order for all employees to function in a productive way, they have to learn to realize their differences as assets, rather than liabilities. Additionally, all diverse human resources need to realize that they are equally treated, so that they could be highly motivated towards their work. As a result, it could be deduced that managing a diverse work force is challenging to a great extent. Since diversity could enhance the business performance; however, if diversity was not managed effectively it could lead to multiple of adverse implications. These implications could include conflicts, miscommunication, higher levels of employee turnover, and other unintentional effects. Managers are accountable for the management of diversified workforce and they are liable for the employees’ productivity, conflicts resolution and development in the organizations. However, it was found that the art of managing diversity constitutes a great challenge to managers charged with the liability of leading diverse teams (Agrawal, 2012).
Therefore, Human diversity is considered to be a phenomenon required to be managed in all aspects of life and it gains much more importance in organizational life. While the people gathering together to achieve organizational objectives such as performance, profitability, efficiency, try to adapt themselves to other workmates and organization on the one hand, they want to live through their differences (gender, age, disability) independently and they expect that all such differences are respected on the other (Survegil and Budak 2008).
However, Rapid changes in economic, social, political and technological domains are prompting today’s people and organizations accordingly to keep pace with such change. This requires organizational directors to have information about many fields and make optimal use of human resources as well as other resources in order to be able to ensure organizational efficiency. In this context, it can be said that the success of an organization is related to leading the employees towards objectives willingly. According to Karahan (2008), organizations will not be able to fulfil their objectives unless they prompt employees in a willing manner thereby affecting human resources, no matter how advanced the technologies they have are, which could include objective, structure, production type. Leadership attitude to be displayed by directors herein gains importance.
2.0.Definitions
Leadership is the process of affecting, directing, motivating a group in line with common objectives and organizing the activities of the group under certain circumstances (Basaran 2004; Thomas 2004; Oguz 2010; Celik 2011). As for the leader, he/she is the person having the power of influence beyond being in mechanical (order, directive, and decree) harmony with pathfinders (Erdogan 2010).
Leadership is the conduct of emotions, thoughts, and actions which are designed to influence others in a chosen direction, and is evident when the influence is effective to the extent of being discernible by others (Lumby with Coleman, 2007:2).
Diversity can generally be defined as recognising, understanding and accepting individual differences irrespective of their race, gender, age, class, ethnicity, physical ability, race. Sexual orientation, spiritual practice and so on. Grobler (2002:46) also supports this view by adding that each individual is unique but also share any number of environmental or biological characteristics.
According to Dreachslin (1999), diversity leadership is the strategy of creating sensitivity in the employees and clients against demographic variables and changing social attitudes. Diversity leadership requires respecting differences rather than putting up with differences and valuing them, thereby offering opportunities in- stead of raising difficulties. The key for success in diversity leadership is to have a flexible frame of mind. If a leader behaves in a fair, respectful and sensitive manner to all of the employees, team spirit to ensure fulfilment of formidable, final objectives by the organization, would have been supported (Darden 2003).
Diversity can be defined as acknowledging, understanding, accepting, and valuing differences among people with respect to age, class, race, ethnicity, gender, disabilities, etc. (Esty et al. 1995).
Ethnicity is a categorical ascription is an ethnic ascription when it classifies a person in terms of his basic, most general identity, presumptively determined by his origin and background. (Barth, 1969, p. 13).
Eriksen (2002:12) finds ethnicity as an aspect of social relationship between agents who consider themselves as culturally distinctive from members of other groups with they have a minimum of regular interaction. Therefore, ethnicity to come about, the group must have a minimum contact with each other, and they must entertain ideas of each other as being culturally different from themselves.
3.0.Challenges of Diversity
Diversity is a subject that can be very powerful and emotional for everyone who deals with it either directly or indirectly. Diversity topics deal with issues of being different and alike, inspiration and perspiration, sadness and gladness, privilege and lack thereof, culture and religion, tolerance and justice, and hatred and animosity. Diversity challenges and opportunities impact all nations around the world to one extent or another. Today issues of cultural identification, religious protection, ethnic cleansing, racial supremacy, oppression of minority groups, unfair compensation to various groups of people based on their minority status or gender, and other such critical issues impact various nations around the world. For example, even countries such as the United States of America and Russia are suffering from racial conflicts caused by groups of individuals claiming “white supremacy” and privilege.
Diversity is a major local, national and international challenge and an opportunity for every human being if we are to live in a peaceful and healthy world. Of course, differences and its perceptions are not always so extreme that they lead to innocent individuals being abused, injured or killed. For example, differences can exist in the compensation of individuals in different ranks, or as per their gender. Males tend to earn more annual income than many female employees who are performing the same jobs in various industries. Upper management usually tends to earn more money than lower level employees. According to a study by the Federal Reserve in 2005-2006, chief executive officers‟salaries in the United States are now about 170 times greater than the average worker’s pay, up from about 40 times greater recorded in the 1970s. In the United Kingdom, for the chief executive officers‟salaries, the multiple is 22, and in Japan it is about 11 when compared with non-management workers. Such differences in compensation can also be issues of diversity, equality, fairness, and the effective management of a firm’s human resources. Overall, understanding diversity is about feeling comfortable and maximizing productivity in an interdependent or in an interrelated society where each workplace is a microcosm of the world’s demographics.
Therefore, here will discuss some challenges of diversity in every organization will normally face during their work time. Diversity is a holistic concept currently undergoing socio cultural metamorphosis around the globe. Also, the complex nature of the concept makes it one of the most challenging issues currently facing modern day organisations. Given this, workplace diversity has become a recurring issue in debates in business and organisational management circles. As a result, analysts predict that diversity and its importance in the global international business climate will soar geometrically in the future due to growing increase population demographics. Furthermore, its emerging prominence requires firms to adopt and or adapt strategies to address the challenges currently posed by diversity in the workplace. Therefore, it is essential for organisations to focus on diversity and explore holistic inclusion because diversity has the potential of yielding greater productivity and competitive advantages. Therefore, it is important to highlight the various forms of diversity and the potential challenges each poses in the workplace.
3.1.Acceptance and Respect
3.1.1. Gender and Lifestyle Choices
In many organisations worldwide, the gender and lifestyle choices of its employees have become an important issue of debate. This is based on the premise that the cognitive biases, behaviour and attitudes of employees in the workplace can influence affect decision making and invariable problems. However, empirical studies have elucidated that these choices do not impact on the workplace performance. Nonetheless, many employers and their organisations expend significant efforts to highlight and extend workplace benefits to people with alternative lifestyles. For example, the business world acknowledges that members of the LGBT (lesbian, gay, bisexual and transgender) community significantly suffer hostility, disrespect and discrimination from colleagues. Behavioural attitudes as such can result in several challenges not limited to an uncomfortable atmosphere and poor productivity in the workplace. Similarly, gender is a key focal point in many organisations due to its relation to human diversity, capital, and quality of life. As a result, gender-related issues such as pay disparities, promotions and decision making power amongst male, female and transgender in organisations remains a thorny issue. As such antiquated notions that project women as the weaker sex and hence fit for only temporary or part-time or low responsibility jobs persist to date. Furthermore, the common belief is that women are predisposed to marriage, and childbearing hence will quit even at the pinnacle of their careers to focus on family. Furthermore, women are considered physically, mentally, and emotionally incapable men. Therefore diversity will require to accept and respect others differences.
3.1.2. Physical or Mental Disabilities
The term disability describes the state in which a physical or mental injury afflicts an individual. In practice, such impairments may have resulted in considerable and long-term adverse effects on the individual's capacity to perform customary day-to-day activities. Although, disabilities do not entirely prevent an individual from the capacity to perform workplace tasks or duties but can present challenges or limitations. In selected cases, workers with disabilities who are mentally or physically handicapped face harassment, discrimination or ridicule from impervious colleagues. As a result, employers can sometime side-step employing individuals with mental, physical or other disabilities. This is based on misconceptions that people with disabilities are “slow” or incapable of comprehending or completing workplace goals, tasks or demands. Such prejudices extend to the disregard for the needs and rights of disabled workers such as ramps or special needs equipment (Green et al., 2002) which some employers consider expensive and unnecessary. Furthermore, this perceived disregard for the rights of people with disabilities can trigger hostilities, discrimination and bullying in the workplace. In the long run, the workplace becomes hostile and unfriendly resulting in low morale, productivity and attractiveness of the organisation. Therefore, the physical or mental disabilities of present and future employees of organisations need to be addressed in the workplace.
3.2.Ethnic and Cultural Differences
Many factors such as language, religion, race, sexual orientation, gender, age, and ethnicity account for the ethnic and cultural differences of human beings. As a result, the factors can result in hostility, discrimination or disrespect in the workplace environment. However, since today’s workplace comprises of individuals from all part of the world, diversity and the challenges it poses are considered crucial to organisations. The diversity of working populations has created an atmosphere of multiracial and multicultural dynamism in many organisations. As a result, it is expected that some individuals will not only harbour unfair prejudices but also project their inherent biases, anger and frustrations to others considered different in the organisation. Also, such behavioural tendencies result in stereotyping of people of diverse cultures, ethnicity or religion. In the end, such attitudes can result in poor cohesion, team bonding, and create other problems such bullying, scapegoating or harassment in the workplace. The term harassment is defined as the extreme conducts, actions or utterances against an individual that create an abusive, hostile or intimidating environment for work. In practice, harassment occurs because of the race or colour, religion, or nationality of an employee. Other factors can include disability genetic information or affiliation to selected social groups. According to Amaliyah, these issues significantly impact on organisations in a diversified work environment cannot be tolerated or permitted to thrive. Therefore, organisations need to carefully consider these challenges ethnic and sociocultural differences can have on the workplace.
3.3.Communication Challenges
Communication is an important tool that creates and maintains cohesion in the workplace. Also, fluid communication is crucial to the attainment of the organisations’ goals, tasks and management. Therefore, the peculiarities of individuals in the workplace are vital for the realisation of these objectives. Since each person brings his or her individuality to the workplace, the contributions of each individual can enhance productivity, quality of work, relationships, and even loyalty of a workplace. However, poor communication can result in confusion, lack of teamwork, and low morale in the workplace. Similarly, lack of effective communication of the firm’s objectives can result in missed deadlines, incorrect goal assumptions and ultimately conflicts in the workplace. For example, hiring workers with poor language proficiency can affect hinder collaboration, communication and productivity among team members. For example, if an American company employs people whose lingua franca is not English, other employees and managers will experience communication problems. The multicultural diversity can result in misunderstanding and decrease in productivity. As a result, firms and organisations need to identify, examine and address the problems workplace diversity can present in the workplace.
3.4.Generation Gaps
The difference in generation gaps is one of the biggest challenges of workplace diversity. The resultant effect is the lack of cohesion caused in part by lack of communication between the old and newer generations. This creates problems in the workplace particularly in times when strategic changes are required for the advancement of organisations. In the light of this, generations that are far apart experience problems during the adjustment phase which is often viewed regarding generational differences but a change in the career cycle. In theory, the various generational gaps that exist are; traditional, baby boomers, generation X, millennials, and the iGeneration. Born before 1945, the class of traditional were raised in times of significant economic hardships which moulded this group into disciplined and self-sacrificing individuals. Nowadays, most are retired from active service in the workplace. However, the baby boomers who were born from 1945 to 1964, were raised during economic prosperity, suburban affluence, and sturdy extended families steered by strong stay at home mothers. According to Birkman, this generation, aged 52 years on average, presently dominates the workplace in the US. Next, the generation X, born between 1965 and 1980, were raised as “latchkey” kids in the turbulent era of divorce and working mothers. According to the author, this generation is characterised by independent, resilient, adaptable individuals who take pride in the maxim “I do not need someone looking over my shoulder”. As a result, this generation is frequently ignored in favour of the preceding and succeeding generations on their either side. The millennials, on the other hand, were born between 1981 and 1999. This generation was born in what can be best described as the most child-centric time in human history. Hence, children born in this era are not only overly confident and seemingly cocky but are also showered with great attention amidst high expectations from their parents. This group is also known as the generation Y, and are the largest generation in the workforce of the world still considered as growing. Lastly, the iGeneration comprises of children born from 2000. Analysts predict this generation be exceptional employees in the future due to their capacity to pick up new skills and ideas such as information technology (IT) required for employment in many business organisations. This group is also known as Generation Z. In large organisations, the ages of employees’ age can range from teenagers to senior citizens. These generation gaps present workplace issues as the differences can trigger "cliques" and create divisions within the company. Bridging this chasm can sometimes become a thorny issue between multiple generations amidst efforts to create teamwork.
However, After we seen the major challenges in the diversity, we have to agree that the only leader who can manage a diversity is a good leader which has a good characteristics, honest and integrity, good communication, caring and commitment. Therefore, here we will choose a true transformational leader which successfully win his ideology and lead his country from discriminative system into democratic system.
Nelson Mandela (1918–2013)
Nelson Mandela was the first black president of South Africa, elected after time in prison for his anti-apartheid work. He won the Nobel Peace Prize in 1993.
Who Was Nelson Mandela?
Nelson Rolihlahla Mandela was a social rights activist, politician and philanthropist who became South Africa’s first black president from 1994 to 1999. After becoming involved in the anti-apartheid movement in his 20s, Mandela joined the African National Congress in 1942. For 20 years, he directed a campaign of peaceful, nonviolent defiance against the South African government and its racist policies.
Beginning in 1962, Mandela spent 27 years in prison for political offenses. In 1993, Mandela and South African President F.W. de Klerk were jointly awarded the Nobel Peace Prize for their efforts to dismantle the country's apartheid system. For generations to come, Nelson Mandela will be a source of inspiration for civil rights activists worldwide.
4.0.Leadership Theory
4.1.Transformational leadership theory
Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. Enacted in its authentic form, transformational leadership enhances the motivation, morale and performance of followers through a variety of mechanisms. These include connecting the follower's sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance. The full range of leadership introduces four elements of transformational leadership:
Individualized Consideration: the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers. This also encompasses the need for respect and celebrates the individual contribution that each follower can make to the team. The followers have a will and aspirations for self-development and have intrinsic motivation for their tasks.
Intellectual Stimulation: the degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently. For such a leader, learning is a value and unexpected situations are seen as opportunities to learn. The followers ask questions, think deeply about things and figure out better ways to execute their tasks.
Inspirational Motivation: the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward. The visionary aspects of leadership are supported by communication skills that make the vision understandable, precise, powerful and engaging. The followers are willing to invest more effort in their tasks, they are encouraged and optimistic about the future and believe in their abilities.
Idealized Influence: Provides a role model for high ethical behaviour, instills pride, gains respect and trust.
5.0.Conclusion
Management of diversity is based on acknowledgement of personal differences as they are, like non-discrimination against anyone or group within the organizations and utilization of differences in accordance with individual and organizational purposes (Memduhoglu, 2008). Accordingly, a leader is required to make use of differences in line with the purposes of the organization, that is, manage diversity, considering the fact that each individual is different from the other.
According to Dreachslin and Hobby (2008), even those organizations, which are most efficient culturally, are unable to reveal their potentials in full, without an efficient diversity leader- ship. Differences such as language, religion, cultural values, gender, race and ethnicity are not the reason for superiority or being underrated. Unless such diversity is understood and valued, it is likely that there occur inequalities within the organization and the services rendered therewith.
Eventually, diversity brings a tangible result that has led social integration been effective in the world today. This result were praising over the world and it’s something which is good to achieve in this century in order to eliminate the hate among the society. However, here is a quota from Nelson Mandela says, “No one is born hating another person because of the colour of his skin, or his background, or his religion. People must learn to hate, they can be thought love, for love comes more naturally to the human heart than its opposite.”. -Nelson Mandela.
6.0.References
Cletus, H. E., Mahmood, A., Umar, A., & Ibrahim, A. D. (2018, October 23). Prospects and Challenges of Workplace Diversity in Modern Day Organizations: A Critical Review. Retrieved July 23, 2019, from https://content.sciendo.com/view/journals/hjbpa/9/2/article-p35.xml.
Agrawal, V. (2012). Managing the diversified team: challenges and strategies for improving performance. Team Performance Management,
Patrick, H., & Kumar, V. (2012). Managing Workplace Diversity: Issues and Challenges. Sage Open, 2(3), 346–351
Surgevil O, Budak G 2008. A research to identify theorganizations’ approaches to diversity manage-ment understanding. Dokuz Eylul University TheJournal of Graduate School of Social Scienc-es, 10(4): 65-96.
Karahan A 2008. A research on relationship betweenleadership and organizational affiliation in hospi-tals as serving companies. Afyon Kocatepe Uni-versity Journal of Social Sciences, 10(1): 145-162.
Celik V 2003. Educational Leadership. Ankara: PegemA Publishing
Basaran IE 2004. Human Relations in Management.Ankara: Nobel Publishing.
Oguz E 2010. Distrubuted leadership. In: HB Memdu-hoglu, K Yilmaz (Eds.): New Approaches in Man-agement. Ankara: Pegem A Publishing, pp. 157-174.
Lumby, J. with Coleman, M. (2007) Leadership and Diversity. Challenging Theory and Practice in Education. London: Sage.
Dreachslin JL 1999. Diversity leadership and organiza-tional transformation: performance indicators forhealth services organizations. Journal of HealthCare Management/American College of Health-care Executives, 44(6): 427-439.
Esty, K., R. Griffin, and M. Schorr-Hirsh. 1995. Workplace diversity. A manager’s guide to solving problems and turning diversity into a competitive advantage. Avon, MA: Adams Media Corporation.
Cletus, H. E., Mahmood, N. A., Umar, A., & Ibrahim, A. D. (2018). Prospects and Challenges of Workplace Diversity in Modern Day Organizations: A Critical Review. HOLISTICA – Journal of Business and Public Administration, 9(2), 35-52. doi:10.2478/hjbpa-2018-0011.
Nelson Mandela. (2019, August 04). Retrieved July 23, 2019, from https://en.wikipedia.org/wiki/Nelson_Mandela.
Yukl, G. (2001). Leadership in Organizations (5th ed.). Prentice Hall Int.
Albritton, R. L. (1998). A new paradigm of leader effectiveness for academic libraries: An empirical study of the Bass (1985) model of transformational leadership. In T.F. Mech & G.B. McCabe (Eds.), Leadership and academic librarians (pp. 66–82) . Westport, CT: Greenwood, 1998.
Burns, J.M. (1978) Leadership. New York. Harper & Row.
Albritton, R. L. (1998). A new paradigm of leader effectiveness for academic libraries: An empirical study of the Bass (1985) model of transformational leadership. In T.F. Mech & G.B. McCabe (Eds.), Leadership and academic librarians (pp. 66–82) . Westport, CT: Greenwood, 1998.
