Diversity Intelligence and Leadership Development

Claretha Hughes
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Claretha Hughes: University of Arkansas

Chapter Chapter 5 in Diversity Intelligence, 2016, pp 61-81 from Palgrave Macmillan

Abstract: Abstract For organizations to succeed they expect effective leadership techniques and characteristics to be used and displayed by their leaders at all times. The characteristics and techniques of leaders vary depending upon who the leader is and what the organization expects of them so that they can remain in their leadership roles. There is continuous debates regarding who is and what makes an effective leader. Bruce (2001) provided the following characteristics and techniques of effective leaders: Leaders are authentic; express their humanity; understand key competencies; plan for success; involve everyone in strategic planning; plan for succession; manage human capital; possess integrity, values, and intuition; build strong teams; are competent coaches; manage performance through communications; exercise influence; manage and build hope and trust in others; manage knowledge effectively; have vision; and create better ways to measure performance. There is no mention of diversity within these techniques and characteristics. It is assumed that effective leaders will use these techniques and characteristics to benefit all employees, including protected class group members. If they do not use their effectiveness to benefit all employees, how can they be considered effective leaders?

Keywords: Emotional Intelligence; Stereotype Threat; Interpersonal Skill; Effective Leader; Occupational Segregation (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-52683-0_5

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DOI: 10.1057/978-1-137-52683-0_5

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