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Diversity and Leadership 
Leadership Theories 2FE017 
Fall 2014 
Yuliya Ponomareva 
yuliya.ponomareva@lnu.se
Why to study diversity?
Organizational Diversity - “any significant difference that 
distinguishes one individual from another” (Williams and 
O’Reilly, 1998 p. 102). 
2FE017 Yuliya Ponomareva
Multiple Forms of Diversity 
- Ethnic diversity 
- Gender 
- Age 
- Education 
- Sexual orientation 
- Socioeconomic level
Relative Depth of Diversity Characteristics 
Surface level elements of diversity 
(demographic diversity) tend to 
become less influential over time 
2FE017 Yuliya Ponomareva
Deeper level elements of diversity 
- Socio-economic background 
- World view 
- Values
How do we react on diversity? 
- Social Identity theory 
- Self-categorization theory 
- Similarity attraction theory 
- Opposites attract?
Social attributions – a potential reason for 
discrimination 
• Organizations consist of groups with different power, 
status and prestige (Hogg, Terry, 2000) 
• Ingroup – outgroup bias 
• Dispersonification
Empirical evidence (Park and Westphal, 
2013): 
Demographic minority CEOs are especially likely to receive 
blame from the media and other CEOs for poor 
performance of their firms. 
“Matthew effect” – individuals with higher social status are 
able to derive greater benefits for their achievements than 
individuals with lower social status. 
“Attribution error” – a tendency to evaluate in-group 
members more positively than the out-group members. 
Conclusions: Minority CEOs are not only disadvantaged in 
terms of access to the corporate elite, they continue to be 
disadvantaged during their careers as CEOs.
“DOUBLE-EDGED SWORD” of Diversity 
Team diversity Studies: 
Creativity vs. Conflict 
2FE017 Yuliya Ponomareva
© X96lee15/https://colleges.niche.com/ CC-BY-SA-3.0 
Demographic Faultlines
Interaction effects of diversity characteristics 
Increased Alienation from the society 
2FE017 Yuliya Ponomareva
Practical implications 
Managing diversity in organizations: 
Multicultural organizations: good, bad, or just not managed 
effectively? 
2FE017 Yuliya Ponomareva
Law on discrimination in Sweden: 7 criteria 
(Diskrimineringslagen (2008:567) 
Gender 
• Ethnicity 
• Transgender expression 
Age 
• Disability 
• Sexual orientation 
• Religion or view of belief
Leader’s role in managing diversity 
“It is based on the articulation and implementation of 
explicit values that promote an agenda of equality, 
fairness and respect.” (Walker et al., 2005: 3) 
• Recognition: job selection, equal treatment 
• Conflict suppression 
• Avoiding biases: breaking the currently dominating 
”white, male, hetherosexual, middle class, middle aged” 
view on leadership (Coleman, 2012).
What is Gender? 
Gender is a social phenomenon that includes social, psychological, cultural, and 
behavioral aspects of being a man or a woman (Prasad, 2005). 
Sex is a biological criteria applied to classify people as males or females (West 
2FE017 Yuliya Ponomareva 
and Zimmerman, 1987) 
“No country in the world has achieved gender 
equality.” (Global Gender Gap Report, 2010)
Causes of Gender Inequality 
- Implicit theories about gender 
- Gender stereotypes 
- Role expectations 
2FE017 Yuliya Ponomareva 
Culture and traditions
Long history of “gender-neutral” view on organization 
Hegemony of heterosexual male values and male monopoly 
on agenda setting (Hearn and Parkin, 1987) 
Gender research started to develop along the areas where 
women were persistently excluded: art, literature, history 
2FE017 Yuliya Ponomareva
Ontario Chamber of Commerce 
https://www.flickr.com/CC BY-ND 2.0 
The Rise of Gender Research 
Labour market shortage 
Women’s access to education 
Improved childcare 
Feminist movement 
2FE017 Yuliya Ponomareva
Feminist Perspective 
The research within feministic tradition is largely concerned 
with the issues of inequality and exploitation of women. 
Different research streams in feminism (Prasad, 2005): 
liberal feminism 
experience feminism 
radical feminism 
poststructural feminism. 
2FE017 Yuliya Ponomareva
Some Statistics 
21.8 % female representation in parliment 
9 female heads of the state, 15 the heads fo the goverment 
(unwomen.org) 
Gender Gap Index 2012 (World Bank, 2012) 
2FE017 Yuliya Ponomareva
Salary Gap Index (Catalys,2006) 
2FE017 Yuliya Ponomareva
Why so few women reach the top? 
(Catalyst, 2006) 
2FE017 Yuliya Ponomareva
Sex-based Discrimination 
Glass Ceiling is the invisible barrier preventing women from 
achieving high positions within an organization. 
Main Reasons: 
 Social Stigma 
 Higher standards of performance 
 Limited access to social and professional networks 
 Work-Family conflict 
2FE017 Yuliya Ponomareva
Path dependence of Gender Issues 
Gender issues tend to be persistent over time. 
2FE017 Yuliya Ponomareva
Change in Male roles 
- New occupations 
- Child care obligations 
- Clothing, perfume 
- Toys for children
Effective leadership 
2FE017 Yuliya Ponomareva
Differences between male and female leadership 
styles 
Mixed and inconsistent results 
No evidence that leaders of one gender are more effective than leaders of another one 
(Eagly, Karau, & Makhijani, 1995) 
2FE017 Yuliya Ponomareva
“there are likely to be excellent, average, and poor managerial performers 
within each sex.” (Powell, 1990, p.74) 
2FE017 Yuliya Ponomareva
Research Indications 
Women are more prone to practice democratic, participative 
leadership styles 
Women are more strictly evaluated in a male-dominated 
environment 
2FE017 Yuliya Ponomareva 
(Eagly and Johnson, 1995)
TEDtalk on Gender Diversity 
http://www.ted.com/talks/sheryl_sandberg_why_we_have_too_More TEDtalks on Diversity: 
http://www.ted.com/talks/thandie_newton_embracing_otherness_
Diversity issues must be recognized and cared for (Billing and Sundin, 2006) 
Legal support for victims of discrimination has to be developed 
and enforced 
Policies and institutions of gender equality which would help 
women to balance their professional and family life must be 
enforced and monitored 
Equal employment opportunities 
Simple inclusion of diversity in the workforce is not a 
solution by itself! 
2FE017 Yuliya Ponomareva
Conclusions 
The concept of diversity is multidimensional 
Gender is a socially constructed phenomenon 
Gender is an important factor within organizations 
Gender inequality remains to be persistent within social structure: 
unequal pay distribution, companies are not fully capitalizing on 
women's’ potential, few women in leadership positions. 
Effective Leadership incorporates both traditionally viewed as masculine 
and feminine characteristics 
2FE017 Yuliya Ponomareva
2FE017 Yuliya Ponomareva 
References: 
Billing, Y.D. & Sundin, E. (2006). From managing equality to managing diversity: a critical Scandinavian perspective on gender and workplace 
diversity, Handbook of Workplace Diversity, 95-120, Eds. Konrad, A.M., Prasad, P., & Pringle, J.K., London: Sage Publications. 
Bryans, P. & Mavin, S. (2003).Women learning to become managers: Learning to fit or playing a different game? Management Learning 34(1), 
111-134. 
Byrne, D. (1971). The attraction paradigm. New York: Academic Press. 
Coleman, M. (2012). Leadership and diversity, Educational Management Administration and Leadership, 40: 592. 
Eagly, A. H., Karau, S., & Makhijani, M. (1995). Gender and the effectiveness of leaders: A meta-analysis. Journal of Personality and Social 
Psychology, 117, 125-145. 
Hambrick, D.C. & Mason, P.A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 
9(2), 193-206. 
Pelled, L. H., Eisenhardt, K. M., & Xin, K. (1999). Exploring the black box: An analysis of work group diversity, conflict, and performance. 
Administrative Science Quarterly, 44, 1–28. 
Powell, G.N. (1990). One more time: Do female and male managers differ? Academy of Management Executive, 4, 68-75. 
Prasad, P. (2005). Crafting Qualitative Research: Working in the Post-Positivist Tradition, New York: M.E. Sharpe Inc. 
Tjafel, H. (1982). Social psychology of intergroup relations. Annual Review of Psychology, 33, 1-39. 
Turner, J.C. (1987). Rediscovering the Social Group: a Self-categorization Theory. Oxford: Basil Blackwell. 
West, C., & Zimmerman, D. (1987). Doing Gender, Gender and Society, 1, 125-151. 
Williams K. Y., O Reilly A.C., (1998). Demography and diversity in organizations: a review ‟ of 40 years of research. Research in Organizational 
Behavior, (20), 77–140

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Gender diversity and Leadership

  • 1. Diversity and Leadership Leadership Theories 2FE017 Fall 2014 Yuliya Ponomareva yuliya.ponomareva@lnu.se
  • 2. Why to study diversity?
  • 3. Organizational Diversity - “any significant difference that distinguishes one individual from another” (Williams and O’Reilly, 1998 p. 102). 2FE017 Yuliya Ponomareva
  • 4. Multiple Forms of Diversity - Ethnic diversity - Gender - Age - Education - Sexual orientation - Socioeconomic level
  • 5. Relative Depth of Diversity Characteristics Surface level elements of diversity (demographic diversity) tend to become less influential over time 2FE017 Yuliya Ponomareva
  • 6. Deeper level elements of diversity - Socio-economic background - World view - Values
  • 7. How do we react on diversity? - Social Identity theory - Self-categorization theory - Similarity attraction theory - Opposites attract?
  • 8. Social attributions – a potential reason for discrimination • Organizations consist of groups with different power, status and prestige (Hogg, Terry, 2000) • Ingroup – outgroup bias • Dispersonification
  • 9. Empirical evidence (Park and Westphal, 2013): Demographic minority CEOs are especially likely to receive blame from the media and other CEOs for poor performance of their firms. “Matthew effect” – individuals with higher social status are able to derive greater benefits for their achievements than individuals with lower social status. “Attribution error” – a tendency to evaluate in-group members more positively than the out-group members. Conclusions: Minority CEOs are not only disadvantaged in terms of access to the corporate elite, they continue to be disadvantaged during their careers as CEOs.
  • 10. “DOUBLE-EDGED SWORD” of Diversity Team diversity Studies: Creativity vs. Conflict 2FE017 Yuliya Ponomareva
  • 12. Interaction effects of diversity characteristics Increased Alienation from the society 2FE017 Yuliya Ponomareva
  • 13. Practical implications Managing diversity in organizations: Multicultural organizations: good, bad, or just not managed effectively? 2FE017 Yuliya Ponomareva
  • 14. Law on discrimination in Sweden: 7 criteria (Diskrimineringslagen (2008:567) Gender • Ethnicity • Transgender expression Age • Disability • Sexual orientation • Religion or view of belief
  • 15. Leader’s role in managing diversity “It is based on the articulation and implementation of explicit values that promote an agenda of equality, fairness and respect.” (Walker et al., 2005: 3) • Recognition: job selection, equal treatment • Conflict suppression • Avoiding biases: breaking the currently dominating ”white, male, hetherosexual, middle class, middle aged” view on leadership (Coleman, 2012).
  • 16. What is Gender? Gender is a social phenomenon that includes social, psychological, cultural, and behavioral aspects of being a man or a woman (Prasad, 2005). Sex is a biological criteria applied to classify people as males or females (West 2FE017 Yuliya Ponomareva and Zimmerman, 1987) “No country in the world has achieved gender equality.” (Global Gender Gap Report, 2010)
  • 17. Causes of Gender Inequality - Implicit theories about gender - Gender stereotypes - Role expectations 2FE017 Yuliya Ponomareva Culture and traditions
  • 18. Long history of “gender-neutral” view on organization Hegemony of heterosexual male values and male monopoly on agenda setting (Hearn and Parkin, 1987) Gender research started to develop along the areas where women were persistently excluded: art, literature, history 2FE017 Yuliya Ponomareva
  • 19. Ontario Chamber of Commerce https://www.flickr.com/CC BY-ND 2.0 The Rise of Gender Research Labour market shortage Women’s access to education Improved childcare Feminist movement 2FE017 Yuliya Ponomareva
  • 20. Feminist Perspective The research within feministic tradition is largely concerned with the issues of inequality and exploitation of women. Different research streams in feminism (Prasad, 2005): liberal feminism experience feminism radical feminism poststructural feminism. 2FE017 Yuliya Ponomareva
  • 21. Some Statistics 21.8 % female representation in parliment 9 female heads of the state, 15 the heads fo the goverment (unwomen.org) Gender Gap Index 2012 (World Bank, 2012) 2FE017 Yuliya Ponomareva
  • 22. Salary Gap Index (Catalys,2006) 2FE017 Yuliya Ponomareva
  • 23. Why so few women reach the top? (Catalyst, 2006) 2FE017 Yuliya Ponomareva
  • 24. Sex-based Discrimination Glass Ceiling is the invisible barrier preventing women from achieving high positions within an organization. Main Reasons:  Social Stigma  Higher standards of performance  Limited access to social and professional networks  Work-Family conflict 2FE017 Yuliya Ponomareva
  • 25. Path dependence of Gender Issues Gender issues tend to be persistent over time. 2FE017 Yuliya Ponomareva
  • 26. Change in Male roles - New occupations - Child care obligations - Clothing, perfume - Toys for children
  • 27. Effective leadership 2FE017 Yuliya Ponomareva
  • 28. Differences between male and female leadership styles Mixed and inconsistent results No evidence that leaders of one gender are more effective than leaders of another one (Eagly, Karau, & Makhijani, 1995) 2FE017 Yuliya Ponomareva
  • 29. “there are likely to be excellent, average, and poor managerial performers within each sex.” (Powell, 1990, p.74) 2FE017 Yuliya Ponomareva
  • 30. Research Indications Women are more prone to practice democratic, participative leadership styles Women are more strictly evaluated in a male-dominated environment 2FE017 Yuliya Ponomareva (Eagly and Johnson, 1995)
  • 31. TEDtalk on Gender Diversity http://www.ted.com/talks/sheryl_sandberg_why_we_have_too_More TEDtalks on Diversity: http://www.ted.com/talks/thandie_newton_embracing_otherness_
  • 32. Diversity issues must be recognized and cared for (Billing and Sundin, 2006) Legal support for victims of discrimination has to be developed and enforced Policies and institutions of gender equality which would help women to balance their professional and family life must be enforced and monitored Equal employment opportunities Simple inclusion of diversity in the workforce is not a solution by itself! 2FE017 Yuliya Ponomareva
  • 33. Conclusions The concept of diversity is multidimensional Gender is a socially constructed phenomenon Gender is an important factor within organizations Gender inequality remains to be persistent within social structure: unequal pay distribution, companies are not fully capitalizing on women's’ potential, few women in leadership positions. Effective Leadership incorporates both traditionally viewed as masculine and feminine characteristics 2FE017 Yuliya Ponomareva
  • 34. 2FE017 Yuliya Ponomareva References: Billing, Y.D. & Sundin, E. (2006). From managing equality to managing diversity: a critical Scandinavian perspective on gender and workplace diversity, Handbook of Workplace Diversity, 95-120, Eds. Konrad, A.M., Prasad, P., & Pringle, J.K., London: Sage Publications. Bryans, P. & Mavin, S. (2003).Women learning to become managers: Learning to fit or playing a different game? Management Learning 34(1), 111-134. Byrne, D. (1971). The attraction paradigm. New York: Academic Press. Coleman, M. (2012). Leadership and diversity, Educational Management Administration and Leadership, 40: 592. Eagly, A. H., Karau, S., & Makhijani, M. (1995). Gender and the effectiveness of leaders: A meta-analysis. Journal of Personality and Social Psychology, 117, 125-145. Hambrick, D.C. & Mason, P.A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193-206. Pelled, L. H., Eisenhardt, K. M., & Xin, K. (1999). Exploring the black box: An analysis of work group diversity, conflict, and performance. Administrative Science Quarterly, 44, 1–28. Powell, G.N. (1990). One more time: Do female and male managers differ? Academy of Management Executive, 4, 68-75. Prasad, P. (2005). Crafting Qualitative Research: Working in the Post-Positivist Tradition, New York: M.E. Sharpe Inc. Tjafel, H. (1982). Social psychology of intergroup relations. Annual Review of Psychology, 33, 1-39. Turner, J.C. (1987). Rediscovering the Social Group: a Self-categorization Theory. Oxford: Basil Blackwell. West, C., & Zimmerman, D. (1987). Doing Gender, Gender and Society, 1, 125-151. Williams K. Y., O Reilly A.C., (1998). Demography and diversity in organizations: a review ‟ of 40 years of research. Research in Organizational Behavior, (20), 77–140

Hinweis der Redaktion

  1. When people say that opposites attract may be some of the elements are very different but there are likely to be other elements that are of a higher importance and are very similar.
  2. Shift of responsibilities
  3. Attitudes of CEOs towards other CEOs following negative earnings surprise.