SYSTEMATIC STUDY OF ORGANIZATIONAL BEHAVIOR
Are leaders born? Many scholars think that leaders are not just born but that leadership skills can be learned and developed (Kouzes and Posner, 1995). If you were asked to describe the physical characteristics of a leader, how would you respond? Would you envision a typical white male dressed in a business suit? This was the usual description for many years because white male leaders mentored other white males. Robbins (2008) states that, “evidence indicates that minorities and women are less likely to be chosen as protégés than white males because mentors tend to select protégés who are similar to themselves” (p. 449). One way to cultivate leadership is for leaders to coach and build interpersonal relations with their staff. Stephen Covey stated that this practice will result in a win/win relationship for all. When we, “strength, coach, mentor to help develop the capacities of individuals and teams, we build relations of trust” (Covey, 1996, p.217). Using interpersonal relationship building will transform leadership. Leaders will not only be coaching values, advising, and directing but will also be demonstrating their sincerity through genuine caring, believing, and listening. The result will be transformational (Umidi, 2005). Effects of Gender in Leadership Management of Diversity
But how do we address diversity in the process? Is the gender of the leader a significant factor when leaders address diversity issues in their organizations? Research shows that although there are a few exceptions where gender was a significant factor, they were more the exception rather than the rule (Morrison, Oladunjoye, & Rose, 2008). Workforce diversity is “an organization of employees with differing characteristics such as age, national origin, religion, disability, sexual orientation, values, ethnic culture, education, language, lifestyle, beliefs, physical appearance and economic status” (Wentling and Palma-Rivas, 2000,...
Please join StudyMode to read the full document