 Leaders and MenSarah Rutherford
Chapter 9 in Women’s Work, Men’s Cultures, 2011, pp 187-196 from Palgrave Macmillan Abstract: Abstract It is generally accepted that committed leadership is crucial to any successful culture change. There are, we know, some prominent leaders, committed to diversity, vocal in their support and active in their participation in mentoring and sponsorship of women. Schein says that the most powerful mechanism a leader has for communicating what they believe in or care about is what they systematically pay attention to. Schein lists signs of leadership’s commitment to values as: inferences from what leaders do not pay attention to looking at inconsistent signals allocation of resources the leader as a deliberate role model, teacher or coach how rewards and status are allocated how a leader selects, promotes and excommunicates formal statements of philosophy, creed or charter.1 Some research on leaders and change warned of the consequences of inconsistent signals towards diversity from leaders. Leaders’ behavior is under the microscope. Any gap between the organization’s values and the leader’s behavior will allow cynicism to creep in which can derail a change programme.2 Keywords: Corporate Social Responsibility; Chief Executive; Senior Leadership; Female Executive; Diversity Professional (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30747-6_10 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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