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The Interplay between Leadership and Diversity
Dr Sylvana Storey8th June 2015
www.sylvanastorey.com
How do you solve a problem like Maria presentations?
How do you catch a cloud and pin it down
Context
Leadership Conundrum
Global Leadership
• What is global leadership?
• Why is it important?
Diversity
Where are we now? The Statistical Evidence
A man starting his career in a FTSE 100 is
4.5 times more likely to reach the executive committee than his female counterpart.
In the FTSE 100, only 8.4% of executive director positions and
22.8% board positions are occupied by women
Women make up
45% of the workforce at S&P 500 companies, but they make up
only 4.6% of those firms CEOs.
In the UK, the average woman still earns
19.7% less than the average man per hours. Female bosses earn
35% less than male colleagues
19% BAMESs males vs. 7% White males are unemployed. Drill down into the 16-24 yr old group and this number goes up to
55%
The number of BAME who are long-term unemployed has
gone up 47% despite a fall in overall joblessness
5% of BAMEs are in senior management positions
The Interplay
The findings correspond to the three areas that were measured in the research:
Leadership, Diversity and the Organisation
The Findings: Leadership
The research identified six key findings for leadership:
• Competencies: Business & Cross-Cultural
• Connecting: relationships, networks and direction
• Rigour: monetary, strategy and business performance
• Stakeholder satisfaction: employees, customers, & others
• Value-based professional: intrinsic, developing, integrity
• Influences: cultural, nationality, social and adaptability
The Findings: Diversity
The research identified five key findings
• Inclusivity: cultural awareness & sensitivity, tolerance, communications
• Performance measures: No measures tracked therefore limited accountability and strategic priority
• Role modelling: demonstrated behaviours, practices and make-up of SM team
• Positioning: Conveying & allocation of resources
• Innovation: Broader perspectives, creativity/learning, decision making and problem solving
The Findings: Organisation
• The organisations way of being: varied across cultures , structures and practices.
• Facilitating: recruitment, values, initiatives, employee engagement, and organisational culture.
• Behavioural practices: conflict, inclusivity, fairness, and transparency
• Ways of working; challenge, HQ influence, adaptability, and learning
• Issues of diversity: none and integration
• Driving diversity: practices, collaboration and embedding
LEAD³™
04/15/2023 Sylvana Storey 13
Applying LEAD³
Structural/Individual Cognitive/Team Behavioural/Organisation
™
Global Leadership Index for Diversity(GLIDE)
CATEGORY
CAPABILITY
Cognitive GlobalBusiness StrategicBehaviouralSocial
CommercialAcumen
Rigour
Connecting
Value BasedProfessional
Cross-Cultural
COMPETENCIES
Diversity Dimensions:an exercise!
Change
“Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up”
Belasco & Stayer, 1994
Utilitas: “Utility “/ “Usefulness”
Firmitas: “Strength” / “Durability”
Venustas: “Beauty”
Vitruvian Man by Leonardo da Vinci
Vitruvian PrinciplesMarcus Vitruvius Pollio
Forward Together
In spite of our differencesLet us walk forward
TOGETHER
Thank You
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