This book develops and amplifies the emerging concept of diversity intelligence, which is the capability of leaders to recognize the value of workplace diversity and to use this information to guide thinking and behavior. Organization leaders need diversity intelligence to better interact with the changing demographics in the US and the global economy, by embracing differences as strengths rather than weaknesses. Without a clear understanding of diversity, leaders are not fully equipped to realize organizational goals through all employees.
The author highlights the importance of reimagining diversity and changing perspectives while integrating it into leadership and career development plans alongside intellectual intelligence, emotional intelligence, and cultural intelligence. In order to fully motivate diverse employees, leaders must first be able to recognize differences between themselves and others without it being an obstacle to performance. This edition addresses new topics related to allyship and anti-racism, and discusses how these concepts can sometimes hinder diversity efforts.This book fits in the literature in areas of leadership and business value and aims to satisfy the need for solutions to why diversity training and management efforts continue to fall short of stated goals within organizations. It is a window into how leaders can reflect on their actions and behaviors to effectively implement new diversity strategies, and is an essential read for HR researchers, professionals, consultants, and managers of global operating companies.
Author(s): Claretha Hughes
Edition: 2
Publisher: Palgrave Macmillan
Year: 2023
Language: English
Pages: 244
City: London
Preface
References
Contents
About the Author
List of Figures
List of Tables
1 Diversity Intelligence
A Brief Description of Hughes’s HRD Value Creation Model
The Seven Points
Using DQ and the Five Values
Diversity History as a Foundation of DQ
White Males Introduced the Term Diversity into the Workplace
Some Humans Have Not Valued Diversity
Manifest Destiny
Manmade Designation of Diverse Peoples
DQ Theory and Model Concept
Negative Intentional Behaviors of Leaders
Leaders’ Lack of Interpersonal Skills
Relationship Management and Diversity
Leaders’ Need for DQ
Case Scenario: How Leaders’ Words Diminish Black Females as Human Beings
Resistance to DQ
Equity Theory and Resistance to Diversity
Cognitive-Based Theory and Resistance to Diversity
DQ and Leadership Responsibility
DQ Model Development
Conclusion
References
2 Diversity Theories and Diversity Intelligent Perspectives
Diversity Terms
The Model Minority Viewpoint
Diversity Theories
Value-In-Diversity Hypothesis
Theory of Diversity Management
Cognitive Diversity Hypothesis
Conclusion
References
3 Diversity in Practice
The DQ Paradigm
US Workplaces Under Employ Protected Class Employees
Protected Class Employees Do Not Feel Protected at Work
A Call for Inclusiveness
Using Intelligence to Address Chronic Workplace Problems
IQ
EQ
EQ and Social Capital Theory
EQ and Leadership Styles
Cultural Intelligence (CQ)
Diversity Management in Practice
Power of Position and Diversity Management
Diversity and Human Resource Management (HRM)
Visibility of Protected Class Employees
Using Diversity Theories and Practices
Diversity Training
Conclusion
References
4 Diversity Intelligence and Leadership Development: How Allyship, Anti-Racism, and Inclusive Language Hinder Diversity Efforts
Diversity Change and DQ
Behavioral Channels
Personal Communication Cases
Case 1
Case 2
DQ and Leadership Strategy
American Black Women, DQ, and Leadership
External Obstacles
The Power of Language and the Impact of Labels
Detriment of Inclusive Language
Anti-Racism
Voice of Protected Class Employees
Passive Aggressive Behavior and Microaggressions
Self-Management of Intelligences
Leadership-Related Intelligence Assessments
IQ
EQ
CQ
DQ
Organization Management of Intelligences
Inaccurate Performance Ratings
IQ
EQ
CQ
DQ
Conclusion
References
5 Diversity Intelligence, Career Development, and Digital/Virtual Work
It is not Always What a Leader Does, It is What the Leader Does not Do
Talent Development Strategies
Digital and Virtual Work
Diversity and Career Development
Career Development Theories
Holland’s Theory, Career Development, and the Work Environment
Career Development in Practice
Unfair Workplace Environment and Career Advancement
Conditions in the Workplace Environment and Career Advancement
Personal Obstacles and Career Advancement
Protected Class Employee Voice and Career Advancement
Team Player and Career Advancement
From Career Development to Leadership Development for Protected Class Employees
Career Management Systems
Conclusion
References
6 Diversity Intelligence and the Need for Diversity Expertise
Futile Efforts and Exhaustion
Stereotyping
Organizational Mindsets
Theory of Successful Intelligence
Within Group Diversity
Leaders’ DQ Workforce Education and Training
Self-Efficacy and Diversity Training
Protected Class Employees and Work Engagement
Conclusion
References
7 Current Issues and Evolving Trends
Conclusion
References
Bibliography
Index
