Workforce Diveristy Management: Challenges, Competencies

Transcript Workforce Diveristy Management: Challenges, Competencies

W o r k f or c e D i v e r si t y M a n a ge men t Dr. Bahaudin G. Mujtaba

Workforce Diversity Management

(Bahaudin G. Mujtaba, 2007) • • • • • • • • • • • • • • • •

Chapter 1 – Diversity: What is it? Chapter 2 – Diversity Management in Academia Chapter 3 – Socialization and Stereotypes Chapter 4 – Discrimination in Practice Chapter 5 – Technology, Gender and Appreciative Inquiry Chapter 6 – Affirmative Action Chapter 7 – Culture and Management Chapter 8 – Generational and Spiritual Diversity Chapter 9 – Managing for Diversity in Public Agencies Chapter 10 – Organizational Learning and Knowledge

Chapter 11 – Power and Leadership

Chapter 12 – Gender and Management Hierarchy Chapter 13 – Teamwork and Synergy Chapter 14 – Listening and Conflict Management Skills Chapter 15 – Training Programs: Preparation and Evaluation Chapter 16 – Diversity: The Engine for Success

Leadership and Power Tactics

• The application of power and influence in virtually all settings continues to encourage spirited debate among scholars and captivates leading researchers. John French and Bertram Raven were the first to theorize that there were five bases of power in which people derive their ability to influence others. Subsequent studies by Raven, Kruglanski, Hersey, and Goldsmith formed two more power bases. David Kipnis added his belief that there were nine influence tactics which affected the behavior of targeted individuals. • At the core of these theories is the idea that the effect of power and influence are the result of people’s perceptions and interpretations of a particular situation. © Mujtaba, 2007

Power,

Defined

!

• Hersey and Campbell defined it as “influence potential – the resource that enables a leader to gain compliance or commitment from others” (Hersey & Campbell, 2004, p. 234). Tjosvold, Andrews and Struthers defined power “as the capacity to make others do what they would not otherwise do or the ability to overcome resistance” (Tworoger, 2004). French and Raven viewed power in terms of influence and Kipnis agreed that influence tactics are the method by which a follower is moved towards the appropriate goal (Tworoger, 2004). • Some view influence as kinetic power, just as power is potential influence (Bruins, 1999). In other words, power and influence are inextricably linked in terms of motivation. © Mujtaba, 2007

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Expert power

comes from having knowledge and expertise in a given field. If a follower views his or her leader as being an expert in a situation, the follower will likely be better motivated (Bielous, 1995). It is also possible for followers to have more expert power than leaders in certain situations. Because expert power is attributed to another, it can help or hurt the leader. Losing credibility can irreparably harm the leader’s reputation causing them to lose follower respect and expert influence. This type of power is largely a function of the person wielding it and the perception of the follower. When a follower has expert power, he/she requires little supervision (Hersey & Campbell, 2004).

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Referent power

is the influence one has over another due to the strength of the relationship or the oneness between the leader and follower (Hughes et al., 2002). When a follower views the leader as fair, confident and easily approachable, he/she will want to do a good job. Referent power must be developed over time and, if a meaningful relationship has not been established, attempts to influence in this way may be viewed as adversarial (Hersey & Campbell, 2004). Although referent power can be very strong, it can also hinder work productivity as leaders may be reluctant to discipline poorly performing followers (Hughes et al., 2002). This type of power is a function of both the leader and follower and is democratic in nature (Hersey & Campbell, 2004). © Mujtaba, 2007

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Legitimate power

comes from organizational title and status induced by an internalized value. In essence, the follower must believe he/she is obligated to be influenced by another by virtue of position (Spring, 2002). Legitimate power does not equate to leadership and followers can counter with their legitimate power to influence leaders in certain situations. For example, conforming to union rules and job descriptions is a good use of legitimate power (Hughes et al., 2002). Often, disciplinary action is the only way to sanction those who do not abide by legitimate power. © Mujtaba, 2007

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Reward power

is the ability to influence others using items of perceived value. In order for reward power to be effective, the reward must be aligned with something the respondent truly desires. This type of power induces superficial changes in the follower, as none of their beliefs, values or attitudes change (Bruins, 1999). Some believe this type of power increases with the size of the reward, but large rewards beget larger rewards and if the rewards regress, the expected behavior may erode. Rewards may be tangible or intangible, and is a combined function of the leader, follower, and situation (Hughes et al., 2002). This source of power can be problematic for a couple of reasons. First, it may encourage compliance without commitment, and employees may do only what is necessary to receive the reward without anything more (Hughes et al., 2002). Additionally, leaders can reduce their power by rewarding for one thing, but actually hoping for another alternative.

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Coercive power

is the use of negativity, sanctions, threats and punishment to influence others. It is a strong ability to enforce policies and procedures if performance is unacceptable (Bielous, 1995). This type of power is a function of the leader and situation, but it is also dependent upon what the follower perceives as punishment (Hughes et al., 2002). Some leaders are reluctant to use this type of power for fear of follower retribution. Coercive power must be exercised, or it will lose its magnitude (Hersey & Campbell, 2004). © Mujtaba, 2007

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Information power

constitutes a sixth power base and was discussed by Raven and Kruglanski in 1975 (Baylor, 2005). It is the possession or perceived access to useful information. Bielous (1995) agreed that employees will work harder for their supervisors if they can have access to important information. According to Hersey and Campbell (2004), information power is effective with followers in the above-average readiness levels, as they can use this information to improve performance. Further, this power references internalized and lasting changes in the follower’s beliefs, attitudes and values (Bruins, 1999).

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Connection power

, or affiliation power, is based upon follower perception. People with strong connections are perceived as having the ability to get things done. This type of influence is useful in motivating followers with low readiness levels and may also induce compliance (Hersey & Campbell, 2004).

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Personal power

is “the extent to which followers respect, feel good about, and are committed to their leader and to which they see their own goals as being satisfied by the goals of their leader” (Hersey & Campbell, 2004, p. 237). Power base flows up in an organization and is not inherent to the leader. As Hersey and Campbell point out, this type of power can be given and taken away.

Influence Techniques

• People who hold power can use a variety of influence tactics to modify behavior and produce desired effects. Although “power is the capacity to cause change, influence is the degree of actual change in a target person’s attitudes, value, beliefs, or behaviors” (Hughes et al., 2002, p. 108). Influence tactics refer to the mode used to change those behaviors.

• Influence is an important motivator because it “concentrates on interpersonal contact and communication” (Bruins, 1999, p. 1). Contacts and communication can lead to belongingness, security, and social acceptance, as reflected in Maslow’s research. A breakdown in influence can result in negative consequences such as lack of self-esteem and powerlessness (Bruins, 1999). © Mujtaba, 2007

• In 1982, Kipnis and Schmidt outlined nine influence tactics most often used by agents trying to affect change. The tactics included rational persuasion, inspirational appeals, consultation, integration, personal appeals, exchange, coalition tactics, pressure tactics, and legitimizing tactics. • These tactics can be grouped into three categories: hard tactics which use authority and position power; soft tactics which rely upon personal power; and rational persuasion using logic (Thacker, 1995; Hughes et al., 2002).

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Rational persuasion

readiness level.

uses logical arguments and facts to influence others. Like expert and information power, it will appeal to followers who perceive data and knowledge as important factors in motivation. Thus, it can be used with any

Inspirational appeals

target emotions and are often used in religious situations. These appeals may work best with referent or legitimate power, but may backfire if people believe the influencer is taking advantage of the follower.

Consultation

is used to collaborate on an activity. This tactic is best used with referent power and situations with high relationship affiliation. Empowered and encouraged individuals will display high performance. This tactic is beneficial with S2 and S3 leadership styles.

Integration

is a tactic to get the follower in a good mood before making a request. It can be used at any readiness level by any leadership level and in any situation. It may be more effective with high levels of referent or connection power.

Personal appeals

are favors requested based on friendship. This style would be more effective on those with high levels of referent and reward power and those with high relationship needs. Therefore, this tactic is best used by S2 and S3 leadership styles on R1 and R2 readiness levels.

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Exchange

targets trade of favors or information (Hughes et al., 2002). It can be used with almost any power except coercive. Thus, it can be used with all leadership styles and readiness levels. However, people at lower readiness levels may not have anything to exchange.

Coalition tactics

are used to get a group of people to influence another’s behavior. An example of coalition tactics could be an intervention for a compulsive gambler or an alcoholic. This tactic may require expert, legitimate, or position power to make others understand the significance of the event. Referent and personal power may appeal to the cause. The particular situation will determine which type of leadership style and readiness level is most appropriate for this tactic.

Pressure tactics

relate to coercive power and use punishment and fear as motivators. These tactics will be effective on people with low readiness levels. However, these tactics will only prove effective on people who perceive the tactic to be punishing.

Legitimizing tactics

occur when position power is used to influence. Some people will be motivated based on power and status. This tactic is best used on followers with moderate readiness levels.

Diversituation

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Diversituation

is a term coined to represent diversity management combined with situational leadership skills in order to integrate objective criteria for the follower’s development. Diversituation claims that the effective management of diversity should be approached based on the unique personal characteristics, values, beliefs, needs, desires, wants, and skills of each person. Diversituation provides one the structure and the ability to objectively treat individuals as respected human beings regardless of their race, ethnicity, gender, skin color, disabilities, religious affiliations, sexual orientation, body size, age, and other such characteristics. – Using situational leadership styles of telling, selling, participating, and delegating, followers are analyzed and diagnosed based on their skills and levels of readiness for the specific task. With regard to promotions, hiring, and performance appraisals, one’s employees or colleagues are not viewed in terms of race, ethnicity, skin color, gender, body size, sexual orientation, religion, or other non-job related factors. – Employees are instead seen as unique individuals operating under a specific readiness level for each task. – This readiness level is objectively addressed through applying the appropriate leadership styles of telling, selling, participating, or delegating as needed. © Mujtaba, 2007

Diversity and Leadership

• According to experts, “The fundamental purpose of management is to create value as perceived by the follower” (Hersey, 2000). Leaders, on the other hand, influence people. In general, leaders must be able to address conflict, tolerate uncertainty, manage diversity, embrace change, identify values, maintain accountability, use feedback, and balance power. Successful leaders also have a degree of charisma that makes people want to follow them. The key to successfully managing diversity is capitalizing on these human skills. Distinguishing characteristics associated with humanistic leaders include trustworthiness, sensitivity, and active listening. © Mujtaba, 2007

Situational Leadership and Diversity

• Situational leadership skills can be used to influence any follower, regardless of his/her background, age, language, gender, ethnicity or religion. The three basic competencies of leadership are relevant when combining situational leadership with diversity management. –

Diagnosing

would include assessing follower readiness and task; –

Adapting

would include modifying leader behavior to match follower readiness and task; and, –

Communicating

• Cultural awareness and sensitivity effectively integrated with situational leadership skills can enhance a leader’s personal power, and improve team productivity in any economy or workplace. Such skills and capacity development of people in both the public and private sector of a country can go a long way in strengthening the government and preparing the culture for effectively reaping the benefits of a market-based economy. © Mujtaba, 2007

It’s what is inside that makes a difference!

Learn well, take chances, and remember that together we can move the world!

Reference

• Mujtaba, B. G. (2007).

Workpalce Diversity Management: Challenges, Competencies and Strategies.

ISBN: 1-59526-548-1. Llumina Press; website; www.llumina.com

; (phone: 866-229-9244 or: 954-726-0902).