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International Leadership Network -Global and Diverse Leadership
- Jean Lau Chin
- Debra Kawahara
- craig shealy
The rapidly changing demographic composition worldwide calls into question the relevance of leadership models that historically have omitted the full range of ethnic and racial groups within society. This omission has fostered ethnocentric, gender biased, and place bound models of leadership. This volume offers a new look at leadership that considers ethnocultural contexts and application of global and diverse perspectives to what is effective leadership in an increasingly global and diverse society. -How well prepared will leaders be to lead a diverse workforce and serve a diverse clientele? -How will we train our increasingly diverse future leaders? -How will leadership models build a knowledge base that can be generalized and be inclusive of diverse entities? - How do we prepare ourselves, our communities, our constituents, and our leaders to live, work, and practice in these future realities?
Why an issue on Asian American leadership? Asian Americans, known as the model minority, typically “overachieve” and exceed all other groups on SAT scores, achievement tests, graduate degrees, and higher educational levels. If Asians are so smart, why are they so “underrepresented” in the ranks of political and business leadership within the United States? In this special section, we try to answer that question and how Asians can achieve equity. We review the current state of the art on leadership and its failure to incorporate diversity into its principles and models. We examine Asian cultural values and how they might influence the exercise of leadership among Asian American leaders. We also review perceptions of incongruity between Asian Americans and their potential for leadership roles. Consequently, Asian Americans may behave in response to stereotypical threat expectations and how bias may mitigate against positive views of Asian Americans as effective leaders. Finally, we call for an affirmative paradigm in developing a model of diversity leadership. (PsycINFO Database Record (c) 2014 APA, all rights reserved)
Theories of leadership have neglected diversity issues. As the population within the United States and in countries throughout the world becomes increasingly diverse, the contexts in which leadership occurs within institutions and communities will also become increasingly diverse. Attention to diversity is not simply about representation of leaders from diverse groups in the ranks of leadership. Attention to diversity means paradigm shifts in our theories of leadership so as to make them inclusive; it means incorporating explanations of how dimensions of diversity shape our understanding of leadership. It means paying attention to the perceptions and expectations of diverse leaders by diverse followers and to how bias influences the exercise of leadership. Although leadership theories have evolved and reflect changing social contexts, they remain silent on issues of equity, diversity, and social justice. Theories of leadership need to be expanded to incorporate diversity if they are to be relevant for the 21st century amidst new social contexts, emerging global concerns, and changing population demographics.
Over the past thirty years the number of women assuming leadership roles has grown dramatically. This original and important book identifies the challenges faced by women in positions of leadership, and discusses the intersection between theories of leadership and feminism. Examines models of feminist leadership, feminist influences on leadership styles and agendas, and the diversity of theoretical and ethnic perspectives of feminist leaders. Addresses how diverse women lead, how feminist principles contribute to leadership, the influence of ethnic groups and the barriers that women face as leaders. Transforms existing models of leadership by incorporating gender issues Looks to the future of feminist leadership and identifies what must be done to train and mentor the next generation of feminist leaders.
Transforming LeadershipFeminist LeadershipDiverse LeadershipWhat Next?References
Although the number of Asian American professionals has continued to increase significantly in the United States, their underrepresentation in leadership roles remains. Given the absence of literature in this area, this article presents a qualitative study on 14 Asian American leaders in order to understand their perceptions and experiences in attaining and performing in leadership roles. Semistructured interviews were conducted, and themes were then garnered from them. Major themes identified included the influence of common Asian values, having to negotiate multiple identities, leading in response to the urging of others, using a group orientation and collaborative style, having a strong work ethic, emphasis on excellence, having to respond to stereotypic perceptions and expectations, and the importance of support and mentoring. Although participants were unique in their experiences, salient aspects across participants emerged showing that they were influenced by their identification as Asian Americans. These qualitative findings generate hypotheses about Asian American leadership that warrant further investigation. (PsycINFO Database Record (c) 2014 APA, all rights reserved)
To treat Asian American women in psychotherapy, one needs to be cognizant of the images they conjure up. Negative images common in the media and literature need to be replaced by empowering ones if we are to be responsive to multicultural and feminist values. The passive, self-effacing, exotic China doll needs to be replaced by the Woman Warrior image, a classic in Chinese mythology. A look at the evolution of women's roles in China, and the influence of Taoist as well as Confucian philosophy, is important to properly anchor empowering roles for women to be supported in psychotherapy.
Comments on the six articles contained in the special issue of the American Psychologist (January 2007) devoted to leadership, written by W. Bennis; S. J. Zaccaro; V. H. Vroom and A. G. Yago; B. J. Avolio; R. J. Sternberg; and R. J. Hackman and R. Wageman. The current authors express concern that the special issue failed to include attention to issues of diversity and intersecting identities as they pertain to leadership. A Special Issue Part II on Diversity and Leadership is being proposed to (a) advance new models of leadership, (b) expand on existing leadership theories, and (c) incorporate diversity and multiple identities in the formulation of more inclusive leadership research and theory. The goal of this special issue will be to revise our theories of leadership and our understanding of effective leadership to include gender, racial/ethnic minority status, sexual orientation, and disability status.