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The Role of Multicultural Competence and Emotional Intelligence in Managing Diversity

October 2012
The Psychologist-Manager Journal 15(4):219

DOI:10.1080/10887156.2012.730442

Authors:

Center for Creative Leadership

Using a 360 degree feedback instrument, multicultural competency was shown to predict managerial effectiveness. Managerial scores on emotional intelligence predicted others' perceptions of multicultural competency as well as self-awareness. Managers who scored higher on the Interpersonal and Stress Management factors of emotional intelligence were rated higher on multicultural competence. Under-raters were rated by others as most successful, followed by accurate raters, and over-raters. Implications for future research and organizational diversity training are discussed. (PsycINFO Database Record (c) 2014 APA, all rights reserved)

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The Psychologist-Manager Journal, 15: 219–236, 2012

ISSN: 1088-7156 print / 1550-3461 online

DOI: 10.1080/10887156.2012.730442

The Role of Multicultural Competence

and Emotional Intelligence in Managing

Diversity

Donna Chrobot-Mason

University of Cincinnati

Jean B. Leslie

Center for Creative Leadership

Using a 360 degree feedback instrument, multicultural competency was shown to

predict managerial effectiveness. Managerial scores on emotional intelligence pre-

dicted others’ perceptions of multicultural competency as well as self-awareness.

Managers who scored higher on the Interpersonal and Stress Management factors of

emotional intelligence were rated higher on multicultural competence. Under-raters

were rated by others as most successful, followed by accurate raters, and over-raters.

Implications for future research and organizational diversity training are discussed.

The ability to prevent, diagnose, and resolve workplace problems that occur as

a result of employee diversity is a critical skill required for managerial success

in today’s multicultural work environment (Earley & Peterson, 2004; House,

1995; Mor Barak, 2005; Offerman & Phan, 2002). Employee differences in cul-

ture, background, ethnicity, religion, values, and assumptions create the potential

for greater inter-group conﬂict and decreased productivity (Jehn, 1995; Jehn,

Bezrukova, & Thatcher, 2008; Rahim, 2001). Organizational leaders skilled in

negotiating and managing such differences to achieve cooperation and reach a

mutually satisfying solution for all parties involved are said to be multiculturally

competent (Chrobot-Mason, 2003). Although the need for managers to develop

Correspondence should be sent to Donna Chrobot-Mason, Psychology Department and Center for

Organizational Leadership, University of Cincinnati, 5120-F Edwards I, PO Box 210094, Cincinnati,

OH 45221-0094. E-mail: chrobod@ucmail.uc.edu

This document is copyrighted by the American Psychological Association or one of its allied publishers.

This article is intended solely for the personal use of the individual user and is not to be disseminated broadly.

ORGANIZATIONAL CLIMATE OF CHANGE AND THE EFFECT OF GENDER, RACE/ETHNICITY, AND YEARS ON THE JOB CHARACTERISTICS: A QUANTITATIVE ANALYSIS

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Climates of change within business organizations are the foundation for insight into the challenges that accompany changes. Business organizations’ members should possess extensive knowledge of their climates of change during organizational changes and the effect of the characteristics of gender, race/ethnicity, and years on the job to successfully implement change. The rationale for this dissertation study was to extend knowledge in psychology, including industrial/organizational (I/O) psychology because of the gap in the literature, field, and specialization concerning the effect of gender, race/ethnicity, and years on the job characteristics on climates of change. Using this study answered the research question such as: when the variable of gender is held constant, will there be significant differences in the linear variate consisting of cohesion (COH), politicking (POL), and trust in leadership (TLE) due to the main effect of race/ethnicity and years on the job? The methodology of this study was quantitative with a non-experimental design. With a sample size (N) of 57, the population and sample were United States (U.S.) white-collar business professionals, above age 18, that self-identified as male or female full- or part-time supervisory or nonsupervisory business professionals, that worked in an office or virtual environments; with at least one year of corporate experience. Conducting this study resulted with a three-way multivariate analysis of variance (MANOVA) with descriptive statistics and means of linear variate for hypothesis testing. The MANOVA results indicated no significant findings regarding an effect of gender, race/ethnicity, and years on the job characteristics on an organizational climate of change. There were no significant differences in the linear variate consisting of COH, POL, and TLE due to the main effect of either gender, race/ethnicity, or years on the job. The recommendation is for further research on this topic as explained at the conclusion of this dissertation study.

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Delivering the European Skills Agenda: the importance of social skills for a sustainable tourism and hospitality industry

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The research presents the results of a quantitative survey of senior managers’ evaluation of proficiency of employees’ social skills completed in 2019 within the framework of the Next Tourism Generation Alliance, a European Commission funded project. The current and future levels of proficiency, social skills gaps and training are assessed. The sample includes 1404 respondents from organisations across eight countries in Europe in five tourism and hospitality sectors (hospitality, food & beverage, tour-operators, visitor attractions and DMOs). Results show significant country-based differences and variations according to the type of organisation, operational sector and organisation size. The required future levels of the social skills are strongly related to their current levels. Two clusters are identified based on the management perceptions of employees’ social skills gaps. Respondents in the first cluster (N=871) see only small gaps between the current and required future proficiency levels of social skills in their organisations while respondents in the second cluster (N=533) perceive much larger gaps. The findings indicate a need to develop holistic social skill training and education which supports quality customer experiences and sustainable tourism criteria.

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Bidikmisi students typically originate from low socioeconomic backgrounds and encounter a variety of risk factors that impede their ability to meet the requirements of the Bidikmisi scholarship, particularly in financial terms. This study utilized a qualitative collective case study methodology to investigate the pathways leading to educational resilience by examining the interplay of protective and risk factors, which are hypothesized to differ between “resilient (n=15) and “non-resilient” (n=10) students, as determined by their Grade Point Average (GPA) and engagement in non-academic activities. Purposive sampling was employed to select Bidikmisi students based on specific criteria. Data were gathered through in-depth interviews with third-year Bidikmisi students and were analyzed using the Social Ecological and Doughnut Resilience frameworks. The findings revealed that, in addition to financial constraints, students faced several other risk factors, including inadequate learning facilities, social barriers, social pressure, familial issues, motivation deficits, personal traits, learning difficulties, and physical and psychological health challenges. Conversely, protective factors were identified within parental support, skill development, family and identity, education, peer relationships, community engagement, and financial resources.

Role of Artificial Intelligence in Workplace Violence Prevention

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In the world, more than 743 million persons have experienced at least one form of violence or harassment at work. The key to reducing workplace violence incidents is prevention. Introducing, or improving, dedicated training activities can provide all employees with useful and life-saving tips and tools. In addition, awareness of diversity, equity, and inclusion should be promoted to create a solid culture of respect in the organization. Artificial intelligence can offer valid support in all the above-mentioned solutions, and this chapter highlights its role in this holistic approach to workplace violence prevention, with an initial introduction to the milestones of its development, starting from 1950. The role of artificial intelligence in the prevention of workplace violence events is to enhance the already available solutions from a physical security point of view, but also in terms of education and training.

Pendidikan Multikultural (November, 2023)

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Mor Barak, Managing Diversity: Toward a Globally Inclusive Workplace Managing Diversity won the prestigious Academy of Management’s George Terry Book award for “the most outstanding contribution to the advancement of management knowledge” and received the CHOICE Award for Outstanding Academic Titles by the Association of College and University Libraries. “An excellent resource to develop, theorize, and work out the inclusive workplace in a very comprehensive, encompassing, and interdisciplinary way. .. Boxes, tables, graphs, and figures as well as practical examples and empirical illustrations… make the book very interesting for both the conceptual, pedagogical research interest and the practical, educational interest.” - Cordula Barzantny, Academy of Management Learning & Education Journal This book introduces a unique and refreshing prism that is highly useful for managers and scholars alike. The authentic examples and case studies bring the content to life and make this book a very interesting and captivating read. Managing Diversity is a ‘must read’ for managers who need to effectively manage today’s diverse work force in order to survive and thrive in the global economy. - Alan D. Levy, Chairman and CEO Tishman International Companies Successful management of today’s increasingly diverse global workforce is among the most important challenges faced by corporate leaders, human resource managers, and management consultants. In the Third Edition of this award-winning book, Michàlle E. Mor Barak argues that exclusion is one of the most significant problems facing today’s diverse workforce, and she provides strategies for unleashing the potential embedded in a multicultural and diverse global workforce. Key Features: • Offers up-to-date information and statistics on the new realities of the global workforce, including demographic, legislation, and social policy trends around the world • Analyzes the causes and consequences of workforce exclusion, highlighting the groups commonly excluded in various countries and providing theories that explain exclusion and inclusion in the workplace • Provides an original and comprehensive model of the Inclusive Workplace suggesting policies, procedures and programs that facilitate its implementation New to This Edition • New and revised diversity case examples from around the world • Updated statistics on global workforce trends and new legislations and social policies in different countries • New information about leadership in diversity management • Up-to-date research on diversity management outcomes • Assessment tools for organizational diversity climate and for inclusion-exclusion with data on their psychometric properties A password-protected instrucot teaching site at… includes PowerPoint slides, chapter overviews and outlines and test questions. Michàlle E. Mor Barak is a professor at the University of Southern California with a joint appointment at the School of Social Work and the Marshall School of Business. She holds the Lenore Stein-Wood and William S. Wood Professorship of Social Work and Business in a Global Society.

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