The diversity gap in leadership: What are we missing in current theorizing?

Fitzsimmons, Terrance W.; Callan, Victor J.

doi:10.1016/j.leaqua.2019.101347

Cited by 38 publications

(29 citation statements)

References 52 publications

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“…Hogg and van Knippenberg (2003) are more blatant in their concern: "…if there is a demographic mismatch between leader and group, then this will become an insurmountable obstacle…" (p. 34). Similarly, Fitzsimmons and Callan (2020) espouse that valued characteristics established by traditional leaders, "…can act to discriminate against those whose background differs from their own" (p. 7). Thus, it is unlikely for non-traditional leaders to passively emerge as senior leaders from the group, since they would not be ascribed the same status and respect as more prototypical members whose demographics align with member ideals, and may also face active resistance and discrimination.…”

Section: Social Identity Theory and Non-traditional Leadersmentioning

confidence: 99%

“…To be successful in self-categorizing, and gain respect from their peers, they should assimilate some of the prototypical leader characteristics into their self-identity (e.g., DeRue & Ashford, 2010;Hogg & Terry, 2000). Some of these potential senior leaders might find this assimilation process easier, especially if their self-concept and demographic background align closely with the traditional leader ideal (Fitzsimmons & Callan, 2020;Hogg & van Knippenberg, 2003). Conversely, those whose self-identity, including demographic identity, does not mirror this prototype may struggle with internal conflict as they try to incorporate leader ideal values and behaviors that are inconsistent with their existing self (Chrobot-Mason et al, 2007;Hogg & Terry, 2000).…”

Section: Identity Challengesmentioning

confidence: 99%

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Furthering the Metaphor of the Leadership Labyrinth: Different Paths for Different People

Stamper

McGowan

2022

Journal of Leadership & Organizational Studies

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Although the workforce has become more diverse, there is still a predominance of White men in positions of senior leadership. This is incongruent with social norms and values, evolving population demographics, and political movements (e.g., the MeToo and Black Lives Matter). Further, it suggests that, despite progress in shattering the glass ceiling, there may still be obstacles to senior leader roles for people who vary from the expected demographic profile. Eagly and Carli (2007a) addressed this issue for women by developing the labyrinth metaphor; however, few researchers have explored how the labyrinth and its inherent challenges might apply to others. We strive to broaden the discussion of the labyrinth metaphor, increasing its applicability, by considering two types of labyrinths—unicursal and multicursal. We also deepen the theoretical foundation by positioning the labyrinth metaphor within two prominent organizational perspectives: institutional theory and social identity theory. Relying on arguments culled from these theories, we build a typology consisting of four different categories of challenges—identity, acceptance, access, and expectations—leaders may face on their path to senior leader roles. We then explicate how these challenges create differential paths for individuals who align with the traditional leader prototype and those that do not. We believe that awareness of the underlying mechanisms of the challenges leaders may face will particularly help create solutions to these obstacles faced by individuals who are diverse in gender, race, sexuality, religion, and other important factors.

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Section: Social Identity Theory and Non-traditional Leadersmentioning

confidence: 99%

Section: Identity Challengesmentioning

confidence: 99%

Furthering the Metaphor of the Leadership Labyrinth: Different Paths for Different People

Stamper

McGowan

2022

Journal of Leadership & Organizational Studies

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“…Cabe señalar que las relaciones interpersonales son aceptables, con procesos de comunicación inicialmente limitados, tienden a entender algunas situaciones de acuerdo con el grado de impacto negativo o positivo, se presenta liderazgo especialmente del género femenino, las habilidades de liderazgo en la vida temprana predicen las ganancias en la vida posterior, notablemente. No obstante, el ascenso a niveles superiores de liderazgo no depende únicamente de las oportunidades de desarrollo prescritas, sino que depende de las formas en que ciertos grupos son excluidos sistemáticamente del capital social y cultural, desde muy temprano en sus vidas (Fitzsimmons & Callan, 2020;Santos, Marques, & Ferreira, 2020). Como consecuencia se muestra un grado de sensibilidad importante frente al entorno que es relevante siendo secuela de las condiciones precarias de muchos de ellos, obligándolos a entender y generar escudos o protecciones frente a situaciones de riesgo.…”

Section: Discusión Y Conclusionesunclassified

Análisis factorial aplicado en la evaluación de competencias emprendedoras

Martinez-Montaña¹,

Hernandez²

2021

Espacios

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Esta investigación tiene como objetivo definir la estructura matricial de las competencias emprendedoras en el sector Cojines del Zaque, Tunja. Se usó una metodología descriptiva, de enfoque mixto y diseño de investigación acción. Los resultados definieron las correlaciones a partir de un análisis factorial, donde las habilidades culturales, artísticas, ciudadanas, autonomía y tratamiento de la información, explican en más de un 90% el modelo. Concluyendo que a través de la lúdica se fortalecen las competencias emprendedoras en los niños del sector.

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“…Special attention of researchers is focused on understanding the actions of corporate leaders. Predicting the behavior of a future leader emphasizes the importance of understanding the context (conditions, economic situation) in which a leader acts, how valuable capital is created, capital markets' conditions, as well as the general trend of society development [10].…”

Section: Introductionmentioning

confidence: 99%

Green Transformational Leadership and Green Growth

Zhuravleva¹,

Poliak²

2022

Leadership - New Insights

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The ongoing global crisis of the world economy requires the search and substantiation of an alternative model for achieving sustainable development, taking into account environmental safety factors. The aim of the study is to substantiate a scientific hypothesis of the impact of transformational leadership on green growth. The methodology is based on the theory of transformational leadership as a new type of effective management activity, the concept of the digital platforms and ecosystems. Based on the concept of sustainable development and the theory of destabilization, which explains the changes in the business models of transport organizations, the authors substantiated the dependence of the effectiveness of these models on the activity of transformational leadership. The main results of the study are confirmation of the proposed scientific hypothesis. It has been proven that the current transactional leadership metrics (Key Performance Indicator and variance management) do not meet the requirements of effective management. A model for quantitative assessment of the conformity of the impact of transformational leadership on the goals of sustainable development and green growth of transport companies has been developed. It is proved that transformational leadership, intersectorality, is becoming a new type of management activity that ensures the growth of long-term profitability from green investments.

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The diversity gap in leadership: What are we missing in current theorizing?

Cited by 38 publications

References 52 publications

Furthering the Metaphor of the Leadership Labyrinth: Different Paths for Different People

Furthering the Metaphor of the Leadership Labyrinth: Different Paths for Different People

Análisis factorial aplicado en la evaluación de competencias emprendedoras

Green Transformational Leadership and Green Growth

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