PDELM 5108

Inclusive Leadership: Managing Diversity

and Change in the Workplace
 Course Contents
1. Inclusion and Diversity: Concept Features and Differences
2. Workplace Diversity: Types, Benefits and Challenges
3. Incorporate Diversity in the Workplace
4. Inclusive Leadership: Concept and Benefits
5. Six Signature Traits of Inclusive Leadership
6. Communication and Inclusive Leadership
7. Managing Diversity in an organisation
8. Change Management: Concept, Principles, Types and Dimensions.
9. Chronicles of Notable Change in the Organisation.
10.Identifying External and Internal Forces that can Trigger Changes
in the Organisation.
11.Building an Innovative Change Agenda and Change Leadership
12.Recognising Change Resistance, Monitoring and Controlling.
13.Tools Kits for Change Management
Inclusion and Diversity: Concept
Features and Differences
• Inclusion and diversity often go hand
in hand but are different from one
another.
• This means that organisations need
to consider both in their people
management practices and
strategies.
 Concept of
Diversity
• All organizations are formed to achieve a specific goal
because they are all purpose driven.
• Individuals are needed for the organisations to achieve
their specific goals and objectives.
• Socio-economic, environmental, geopolitical and
technological factors have transformed the population of
the world's diversity in the long run.
• In recent years, majority of the modern organizations
have been characterized by a diverse workforce, which
has resulted into new opportunities and challenges, as
well as increasing complexity.
 What is Diversity
• Workplace diversity is the differences that emerge
between employees due to the mixing of people from
diverse backgrounds.
• Individual differences are influenced by a variety of
factors, including race, nationality, religion, and gender.
• This is the gathering of people of various ethnicities,
nationalities, religious beliefs, ages, and gender to form a
group, organization, or community.
• It is referred to as the sustained interactions between
people or workers from various sociocultural
backgrounds within an organization.
Classification/Dimensions of Diversity

• According to Carnegie Mellon

University (2014), the classification
of diversity was into primary and
secondary orientations.
• Diversity is classified in terms of
Primary, Secondary, and Tertiary
or Organizational aspects.
 Primary Dimension of Diversity
• These are basic elements that humans are
born with.
• These are those fundamental, unchanging
personal qualities that have substantial life-
long consequences and determine our
fundamental self-image and sense of
identity.
• It encompasses visible elements of
identification such as gender, age, sexual
orientation, physical abilities, ethnic origin,
and race.
 Secondary Dimension of Diversity
• These are changeable personal qualities of an
individual.
• These are traits that are just not readily noticeable
during the first meeting and can even alter over time.
• These dimensions appear to be less obvious, exhibit a
more variable influence on individuals, and enrich the
basic dimension of diversity with a more subtle
richness.
• These are educational background, communication
style, marital status, organizational role and position,
religion, geographic location, income, work experience,
and work style.
 Tertiary or Organizational aspects
Dimension of Diversity
• This covers all of the different titles, functions, and
experiences that working in a company brings
about.
• Job title, function, and responsibilities come under
this umbrella, as do workplace location,
management status, department, and much more.
• This dimension is concerned with organizational
features such as geographic location,
organizational structure, part-time or full-time
employment, organizational climate or culture, and
status.
Components of Diversity in the Workplace

Age Gender Cultural

Educational
Marital Status Work Experience
Qualifications
 School organisations are made up of employees from several generations who
have varying, and frequently opposing, values and views.

Age diversity refers to intergenerational behavior between older and younger

employees, which accounts for observed disparities in workplace behavior.
Age Diversity
The workplace exhibits new behavioral patterns as a result of modern
in the organizations' active globalization operations, while simultaneously criticizing
Workplace previously accepted behavioral norms.
Age diversity is a significant part of workplace diversity, given the
contemporary workforce's distinctive generational makeup.
Generations in the Workplace: Boomers (1945–1964); Gen X (1961–1979); Gen
Y (1980–1995); and Gen Z (1996–2010 ).
Generations in the Workplace

Traditionalist (76 to 99 Baby Boomer (57 to Generation X (41 to

years old). 75 years old). 56 years old).

Millennial (26 to 40 Generation Z (25 years

years old). old and younger).
Baby Boomer (57 to 75 years old).

Baby boomers have long been They didn't grow up using

They tend to be hardworking
known for their strong work computers, although they will
and value face-to-face
ethic and goal-centric use technology for job-related
interaction.
tendencies. functions.
 The best strategies for
attracting and retaining
Baby Boomers

• Older employees may be more at ease with traditional recruiting practices, which
entail the creation of formal resumes and conducting in-person interviews.
• They may have a greater chance of finding work via advertisements, word of
mouth, and referrals.
• Retention methods that succeed for this generation emphasize publicly
celebrating their accomplishments or providing them with additional awards to
share with family, friends, and coworkers.
The ideal work environment for baby
boomers

1 2 3
Because baby boomers are not They may value a more structured, Due to their lack of exposure to
typically job-hopping, job security formalized atmosphere more than digital communication, individuals
appeals to them. younger generations do. are more receptive to involvement
during group gatherings.
 Are they Useful?

How can we manage Them?

How to Manage Baby Boomers

They are frequently an excellent Managers should look for

Baby boomers are frequently diligent
source of information about their opportunities to use their employees'
and desire recognition for their
sector and appreciate the opportunity abilities and encourage them to
abilities.
to share their knowledge. mentor younger workers.
Generation • Gen Xers were inspired by the emergence of personal
X computers as they were squeezed between baby boomers
and Millennials.
• This generation, born between 1965 and 1980, has a higher
average level of education than preceding generations.
• Gen Xers are frequently considered as fiscally responsible
due to their independence and hard work.
Attributes of
Generation X
How Generation X employees desire to
be managed?
While at work, individuals of this age
may desire a workplace that places a When it comes to employment They are at ease with a variety of modes
greater emphasis on individuality. They obligations, Gen Xers often seek less of communication, both online and in
may seek greater job freedom and oversight and more autonomy. person.
physical and psychological space.

Members of this generation may also

Gen Xers are far into their careers and
have established a family and prefer a
possess experience that bosses should
more flexible schedule that allows for a
value.
healthy work/life balance.
 Millennial (Gen Y)
• One of the candidates, 25-year old Linda (not real name) had an
impressive resume. Apart from her good grades, Linda had been
involved in and led a good number of student activities, and had tried
her hands at two entrepreneurial start-ups, post-NYSC. Halfway
through the interview, the panel was sold on her self-confidence, deep
insights and drive. We were about to sign off and sign her in when I
decided to ask one last question: “Where do you see yourself in the
next five years?”. Her response was far from what we expected,
“Really sir in the next five years, I hope to have completed my MBA
(full-time) and started my own business. Actually, I plan to stay two
years in this company if you gave me the opportunity”.
There are many young people in the workplace today who
are like Linda.

They are called Millennials, (also known as Generation Y) born between 1982 and
2000 and may be further categorised into young and old. Young millennials were
born between 1990 and 2000 (18 to 28 years), and many in this age bracket are
single and carefree, and usually very mobile.
• Two authors, William Strauss and Neil Howe are widely credited for giving the name
'Millennials’ and coining the word in 1987.
• Usage of the word 'Generation Y' came later in 1993.
• Since this study is about Millennials or Generation Y, further to the above Figure
which summarises characteristics of different generations, this section is devoted to
bringing out more detail about the findings of earlier researchers concerning Millennials.
• Douglas McGregor in his book, 'The Human Side of the Enterprise' (1960) in what he
termed Theory Y, noted that there is no worker who is lazy without cause because
workers can be made to naturally enjoy working hard as if they are playing or resting
yet they will be sweating to achieve organisational goals.
• This calls for managers with extra-ordinary people management skills. Once
managers seek to understand Millennials, they will not label them as lazy or uncaring.
 As at 2017, Generation Y (Millennials) can be understood as recent Kranenberg (2014) notes that Generation Y were
graduates from college or university and that makes them genuinely full born into an emerging world of technology and
of knowledge but empty on experience. The fact that their knowledge have grown up surrounded by smart phones,
may not suite a particular workplace, machinery or system does not
iPhones, laptops, tablets and other gadgets. They
mean they have no knowledge. They know what they know and they
should be respected for that. Clever managers tap into this knowledge, enjoy being constantly plugged into technology
intelligence, zeal, innate ICT skills and positive energy and redirect these and it becomes an essential aspect of this
towards the desired outcomes because as stated earlier, Millennials are generation's life. Deploying them in a remote
now in majority in most workplaces. There is no company or hospital which has no wi-fi/ internet
organisation which can afford to ignore them. connectivity may create a dislike for work which
may have far-reaching consequences on their
treatment of clients.
Characteristics of Millennial (Gen Y)

More than anything, Millennials are

There are many positive and negative
confident, as much of the research This generation’s confidence was fostered
qualities shared by the Millennial
supports. This confidence comes from and moulded by previous generations.
generation.
their trust and optimism.

Research shows that Millennials rank

Confidence is what allows Millennials to higher in self-esteem and assertiveness
be considered for leadership positions when compared to previous generations
within the workplace. at that same age (Dike, 2021 as cited in
Deal, Altman, & Rogelberg, 2010).
 Positive Attributes
Millennials are known to be achievement
focused.
Millennials enjoy working in teams and are
more tolerant than prior generations.
Millennials are family-focused and thus need to
have a better work/life balance.
Millennials enjoy utilizing technology.
 Negatives Attributes
School Managers perceive millennials as arrogant, insubordinate, impatient,
too inquisitive, lazy, unorganised and careless. Others believe they have an
entitlement mentality, hate to be coached, have little or no regard for rules
and policies and are generally unsteady.

Press reports have been awash with cases of laziness, lack of commitment,
shouting at clients, late reporting for duty, negligence and other undesirable
actions which border on: I don’t care‟ attitudes among these age generation
of the school employees.
 Despite this negative perception, many In a recent survey, participants at the
business owners and managers agree Owner Manager Programme at Lagos a) “Millennials are a great asset to my
that millennials are an asset rather than a Business School were asked to tick “true” team and my organisation”
liability to the workplace. or “false” to the following statements:

A 100 percent of respondents ticked

b) “If given a choice I would rather work
“true” to the first question, and “false” to
without millennials in my workplace”
the second question.
So, if millennials are indeed
an asset, how then can we
best engage them in the
workplace?
 How to Engage the Millennials
• The first step is to seek to understand who millennials are, what drives
them and what they really want out of work and life.
• Millennials are young and enterprising, but that is not all. They are fast
learners, digital natives, natural networkers and multi-taskers. They are
ambitious, sometimes to the extent of being restless, they are opposed to
office bureaucracies that inhibit progress, and they usually put
achievement before financial reward. They naturally crave to be
recognised, but before that, they relish challenging and sometimes
impossible tasks. This is because they are driven by a sense of
accomplishment and being part of a big breakthrough.
• Millennials bring to the workplace new forms of relationship.
• Because they are assertive and have grown up as kids challenging
their parents, they care less about hierarchy and would rather
have their managers treat them as friends and colleagues rather
than as subordinates or juniors.
• They also bring bright and innovative ideas to the workplace,
which sometimes challenge the status quo.
• Engaging millennials in the workplace can be easy if we
understand what drives them.
• Because they are natural networkers, one sure way to get the
best out of them will be to involve them in tasks that require
collaboration; both physical and virtual.
• Another way is to introduce flexibility and telecommuting at
work.
• Flexibility is usually useful to the older millennials who need
work-life balance to manage their young families.
• What you need is to put in place a proper feedback and
performance management system to discourage abuse.
• To get the best out of a millennial, business owners and managers need to
place relationship before role.
• Millennials also need to be coached and mentored as many are new to the
corporate environment.
• However, the manager must be ready for reverse-mentoring, as millennials
can bring up better and faster ways of solving old problems, so they need
to know that their ideas count.
• Finally, millennials are not your typical candidates for long service awards.
Their restlessness and sense of adventure will not permit that.
 Benefits of Diversity in the Workplace
• Diversity is beneficial to both associates and employers.
• Although associates are interdependent in the workplace, respecting individual differences can increase productivity.
• Diversity in the workplace can reduce lawsuits and increase marketing opportunities, recruitment, creativity, and business image.
• In an era when flexibility and creativity are keys to competitiveness, diversity is critical for an organization’s success.
• It is essential to comprehend what diversity in the workplace is. When an organization proactively runs a workplace, they include
individuals that are unique, individuals who come from distinct backgrounds and have different caste, religion, gender, age, sexual
orientation, locations, ethnicity, beliefs, and education. This kind of inclusion in the workplace is what makes it diverse.
12 1. Different Perspectives Yield Better Results: Since diversity in the
workplace includes diverse employees with different genders,
Benefits ages, cultural backgrounds, unique skills, and experiences, they
are bound to have different perspectives. It is a booster point
of while making important business decisions, or while planning,
managing, and implementing a business plan.
Diversity 2. Unique Viewpoints The infinite indifferences of the individuals in

in the a team come from different experiences and life histories. Their
viewpoints are unique. Their differences make them unique as a
Workplace team. A diverse group is a brewing cup of creativity, exposure,
new ideas, new thoughts, and new business outcomes.
3. New and Better Innovations When you
identify a lead as a qualified lead, you
should feed him/her with more today’s
tight competitive markets require
constant innovation. A diverse workplace
has a higher chance of innovation. This
comes from combining different ideas
and perspectives and getting a whole
different idea or innovation altogether.
4. Creative Solutions Cognitively similar
people lack problem-solving skills when
compared to diverse people within a
team. A diverse group can contribute to a
distinct solution, at the right time or even
sooner.
5. Multiple Solutions Including diversity in
the workplace has benefits in better
decision-making. As compared to
individuals who make business decisions,
a diverse team can make better decisions
and solve multiple issues. They can
provide better solutions and benefit the
workplace from their varied qualities.
6. Increased Profits With diversity come varied interests, opinions, arguments, different kinds of performances, and diverse
feedback. It results in your company making informed decisions, and that leads to better and increased profits.
7. Increased Employee Engagement When different kinds of people come together, each one of them gets a chance to
grow more from what they see or like from other people. When employees feel like they can mingle, contact well, be
entertained, and included, they perform better, and it results in an increased employee engagement rate.
8. Boost Morale When diversity is inclusive in the workplace, employees feel valued and accepted. Employees always look
to stay with the company longer when they are happier, and this leads to a reduced employee turnover overall.
9. Brand Value Workplace diversity widely influences a company’s reputation. If the workplace has different people, it
creates a different perspective of the company, with new images, exciting people, an inclusive environment. It all
combines to showcase an excellent company reputation. This, in turn, increases brand value, adds new customers,
partners, and helps companies venture into new markets.
10. Attract New Talent New hires always look for companies that are fun and enjoyable to work with; this is possible only
with a diverse workplace. If the employee base is diverse, with a great talent pool, it naturally attracts more varied
people.
11. Remove Bias Diversity in the workplace destroys any societal bias. There is a decrease in gender and pay bias.
Employees learn from their strengths and weaknesses and work together as a team.
12. Boost Productivity Making diversity a priority in the workplace maximizes productivity; there is no negative atmosphere
that results in burnout. Unique ideas and passion bring excellent outcomes, and it increases the productivity of your
team. There is no single school of thought as to how one can incorporate diversity into the workplace. Diverse
organizations cannot be created in a day or month. It is a continuous process that over time reaps the benefits from its
forming.
Incorporate Diversity
in the Workplace
Schools struggle to break down their biases and incorporate diversity in the workplace, whether it is hiring, talent acquisition,
or choosing a candidate for a promotion. They trust age-old practices over intuition or new ideas and perspectives.
1. Building a Cultural Bond Boost cultural competency by improving communication and eliminating confusion and
misunderstanding. Everyone must interact professionally with a distinct variety of people. Promoting more cross-
cultural communication is a great way to be open to new approaches, new travel, opportunities, making new friends,
etc.
2. Value Every Employee Have a workplace where new ideas and thoughts are valued and not belittled. It is an
invaluable asset to have a unique pool of talent instead of having the same qualities in everyone. Proactively look at
new talent with new ideas and perspectives that will foster a productive business environment.
3. Respecting All Employees Despite a diverse group of individuals in
a team, it is imperative to treat everyone in the same way. It
promotes cultural awareness, and employees appreciate the care
you take about their sensitivities and respect them. Treating your
employees well is a respectful way of maintaining a diverse
workplace, and new hires feel encouraged and welcomed in a
pleasant atmosphere.
4. Be Inclusive Contribute to diversity by following cultural and
geographical traditions and customs. Participate in inclusive
activities and share their interests with great food, celebrations,
music, holidays, etc.