Leadership Competencies for Managing Diversity

Jan Visagie, Herman Linde and Werner Havenga
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Jan Visagie: School of Human Resource Sciences, North-West University, South Africa.
Herman Linde: School of Human Resource Sciences, North-West University, South Africa.
Werner Havenga: Department of Human Resource Management, University of Johannesburg, South Africa.

Managing Global Transitions, 2011, vol. 9, issue 3, 225-247

Abstract: The new understanding of diversity involves more than increasing the number of different identity groups on the payroll. An important proposal is that the experience of diversity in an organisation results from pervasive styles of management. This article dealt with the specific paradigms of diversitymanagement and leadership style theory used to address the research problem in the empirical study, namely ‘Is diversity management experience related to leadership styles or competencies?’ The models of diversity and inclusion indicators are used to examine the experience of diversitymanagement. The population of this study into the experience of diversity management is two thousand six hundred and sixty nine (2669) respondents. Leadership styles were obtained from four hundred and forty (440) leaders. The Cronbach alpha values were determined in order to indicate internal validity and reliability.

Keywords: diversity management; engaging leadership style; experience; heroic leadership style; management; symbolic interactionism (search for similar items in EconPapers)
JEL-codes: D74 J53 L29 M12 (search for similar items in EconPapers)
Date: 2011
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