Ethical Leadership and Diversity

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Schein in his book “Organizational Culture and Leadership” explains how different believes and behaviors start to be logical when we understand their cultures by stating “When we learn to see the world through cultural lenses, all kinds of things begin to make sense that initially were mysterious, frustrating, or seemingly stupid (2010, p.13).” This kind of foresight should be the starting point in order to manage the tremendously growing diversity in the workforce nowadays. Leaders and administrators of both public and private organizations through their influence are responsible to promote and manage diversity in an ethical manner.
Throughout this semester—as a class—we discussed why and how diversity is important, and how we can manage diversity in successful and productive approach. My aim in this paper is to clarify what—I believe—ought to do as an ethical leader toward promoting diversity. First, I will briefly discuss the importance of ethical leadership and diversity. Then, I will
Currently, leadership is generally understood as a person with insight and wisdom of guidance, which expected to be efficient in management responsibilities like planning organizing, and monitoring performance (Kandola, 2004, p 144). In addition, making ethical decision is important to individuals who value and take seriously institutional leadership and the challenges required in sustaining organizational and personal integrity (Donlevy & Walker, 2011, p 9). Therefore, as a leader acting ethically and promoting both ethical behaviors and deliberations within an organization is a mandate to sustain healthy and productive organization. Furthermore, designing an ethical environment where conflicts could be discussed and resolved should be on the t...

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...ted to persevering during the long process of learning and relearning that the new paradigm requires (Thomas & Ely, 1996, p 6)”. I believe that leadership must dedicate their efforts to create an organizational environment where diversity can lead for further success.
Strong commitment from leadership—as described by Riccucci—is the first component in in effectively managing diversity. She further states that “if top-level leaders communicate that a program to manage diversity is a critical goal for the agency and that it is integrated into the overall strategic goals of the organization, the stage is set for commitment by lower-level managers, supervisors, and the employees themselves (Riccucci, 2002, p. 28).” Leaders are frequently seen as a model, and therefore if they are not strongly committed to a goal, the followers will follow regardless of the consequences.

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