Summary leadership and
inclusion
week 1: introduction
Leadership is not management, diversity is having differences in the group,
equity is making sure no one has barriers to accomplish a task and inclusion is
making sure that everyone feels values and respected
Short pitch MBTI: Hi, I’m Lisa Assys. I’m a person who really likes to listen and
stay focused. In that way I can let my creativity flow while easily adapting to new
changes with keeping in mind to stay logical and critical. (INTP)
60’s is het beginning of the DEI: in the US: equal pay pact to protect women from
sexbased pay, and the civil rights to protect employees from discrimination. In
the EU: equal pay law: the treaty of Rome, prohibits all forms of discrimination
(race, conviction, handicap, age)
In the 80’s there is a shift to more gender and racial focus and legal compliance
(following the rules).
2020-now: the murder of George Floyd which has activated a social justice
activism boom -> black lives matter where the DEI roles increase (because the
activism putted huge pressure on companies to act). Trump targeting the DEI
programs in public and private sectors-> who doesn’t stop their DEI practices->
face suspension: Harvard what they can or cannot teach, in end judge ruled in
favour of Harvard
When you can provide proof that you have a divers workforce, it can lead to
lower costs and increase in profits. Because it can help the organisation reach it
goals: (Business case for DEI framework: 5 pillars)
1. Talent: employer branding helps to attract top talent -> reduce of turnover
2. Team performance: inclusive management-> help identify risks early on
3. Innovation: diverse organisation: create conditions for stronger innovative
mindset
4. Customer intimacy: connecting with client: improve market reach
5. Shareholder value: diverse executive teams-> more profitable and less
volatile over time
(DEI(B) statements: formal declaration that shows the companies commitments
to DEI)
Business vs fairness case: to help organisations choose the right messaging
for DEI initiatives based on audience. The business case frames DEI as a strategic
driver of the organisational performance, proved with tangible outcomes (things
that can be measured: turnover rates, revenue growth). Benefits: appeals to
, profit focused stakeholders, challenges: may enable superficial ‘diversity
washing’. The fairness case is the roots moral imperatives such as social justice,
equal opportunities and human rights over the financial gains. ( centres on moral
and ethical principles) Benefits: build authentic, value driven culture, challenges:
harder to measure the short-term impact
Most reasons why employees quit: lack of growth opportunities, poor
management, unmanageable workload… frame of reference: WEIRD (westers,
European, industrialized, rich, democratic)
The difference between manager and leader: manager= implementing systems
and is linked to formal positions while leader is bringing innovation while not
being linked to the formal position. Though it is proven that leader still need to
learn to handle organisations interest and the admitting of mistakes because: it
affects the well-being and engagement of employee performance leading to the
organisational performance and how it comes that the money goes to the
industry, but the results don’t get better. The cause is most of the times: the
wrong intentions, the lack of leadership identity (lack of self-image, for example
immigrants without role model), peter principle: people are promoted based on
their success in previous jobs until they reach a level in where they are no longer
competent. (past jobs do not define other skills), imposter syndrome: the
patterns of behaviour where people doubt their accomplishments.
McKinsey global institute shows 4 domains (cognitive, interpersonal, self-
leadership, digital) with their central competences. The model says what a good
leader is changes over time and the context, that modern leaders need soft skills
and digital competencies.
Competing values framework is a management model showing good
leadership has changed over time and depend on context and goals. Explains
that different situation calls for different leadership styles. The core idea is that
leadership is a variable. Thereout exist 4 main models
1. Internal processes model -efficiency and control, with the focus on the
rules, stability and predictability (army or the McDonalds style system) it
uses transactional leadership: where the leader sets clear expectation,
uses rewards and punishments to secure the compliance
2. Rational goal model- results and growth, with the focus on setting goals,
measuring performance and growth. Using the transformational
leadership: creating strong vision, sets goals and holds people accountable
while inspiring to achieve more then they thought they could (Steve jobs)
3. Human relations model- people and relationships, focus on employee
morale, social interaction and shared interests between leader and
workers. Using the servant leadership, empathic leaders who build trust,
coach and mentor, putting others needs first
4. Open system model- change and innovation, developed in contexts as
crises, where organisations face high uncertainty and little time to plan,
uses empowering leadership, encourage ideas, flexibility, information
sharing
inclusion
week 1: introduction
Leadership is not management, diversity is having differences in the group,
equity is making sure no one has barriers to accomplish a task and inclusion is
making sure that everyone feels values and respected
Short pitch MBTI: Hi, I’m Lisa Assys. I’m a person who really likes to listen and
stay focused. In that way I can let my creativity flow while easily adapting to new
changes with keeping in mind to stay logical and critical. (INTP)
60’s is het beginning of the DEI: in the US: equal pay pact to protect women from
sexbased pay, and the civil rights to protect employees from discrimination. In
the EU: equal pay law: the treaty of Rome, prohibits all forms of discrimination
(race, conviction, handicap, age)
In the 80’s there is a shift to more gender and racial focus and legal compliance
(following the rules).
2020-now: the murder of George Floyd which has activated a social justice
activism boom -> black lives matter where the DEI roles increase (because the
activism putted huge pressure on companies to act). Trump targeting the DEI
programs in public and private sectors-> who doesn’t stop their DEI practices->
face suspension: Harvard what they can or cannot teach, in end judge ruled in
favour of Harvard
When you can provide proof that you have a divers workforce, it can lead to
lower costs and increase in profits. Because it can help the organisation reach it
goals: (Business case for DEI framework: 5 pillars)
1. Talent: employer branding helps to attract top talent -> reduce of turnover
2. Team performance: inclusive management-> help identify risks early on
3. Innovation: diverse organisation: create conditions for stronger innovative
mindset
4. Customer intimacy: connecting with client: improve market reach
5. Shareholder value: diverse executive teams-> more profitable and less
volatile over time
(DEI(B) statements: formal declaration that shows the companies commitments
to DEI)
Business vs fairness case: to help organisations choose the right messaging
for DEI initiatives based on audience. The business case frames DEI as a strategic
driver of the organisational performance, proved with tangible outcomes (things
that can be measured: turnover rates, revenue growth). Benefits: appeals to
, profit focused stakeholders, challenges: may enable superficial ‘diversity
washing’. The fairness case is the roots moral imperatives such as social justice,
equal opportunities and human rights over the financial gains. ( centres on moral
and ethical principles) Benefits: build authentic, value driven culture, challenges:
harder to measure the short-term impact
Most reasons why employees quit: lack of growth opportunities, poor
management, unmanageable workload… frame of reference: WEIRD (westers,
European, industrialized, rich, democratic)
The difference between manager and leader: manager= implementing systems
and is linked to formal positions while leader is bringing innovation while not
being linked to the formal position. Though it is proven that leader still need to
learn to handle organisations interest and the admitting of mistakes because: it
affects the well-being and engagement of employee performance leading to the
organisational performance and how it comes that the money goes to the
industry, but the results don’t get better. The cause is most of the times: the
wrong intentions, the lack of leadership identity (lack of self-image, for example
immigrants without role model), peter principle: people are promoted based on
their success in previous jobs until they reach a level in where they are no longer
competent. (past jobs do not define other skills), imposter syndrome: the
patterns of behaviour where people doubt their accomplishments.
McKinsey global institute shows 4 domains (cognitive, interpersonal, self-
leadership, digital) with their central competences. The model says what a good
leader is changes over time and the context, that modern leaders need soft skills
and digital competencies.
Competing values framework is a management model showing good
leadership has changed over time and depend on context and goals. Explains
that different situation calls for different leadership styles. The core idea is that
leadership is a variable. Thereout exist 4 main models
1. Internal processes model -efficiency and control, with the focus on the
rules, stability and predictability (army or the McDonalds style system) it
uses transactional leadership: where the leader sets clear expectation,
uses rewards and punishments to secure the compliance
2. Rational goal model- results and growth, with the focus on setting goals,
measuring performance and growth. Using the transformational
leadership: creating strong vision, sets goals and holds people accountable
while inspiring to achieve more then they thought they could (Steve jobs)
3. Human relations model- people and relationships, focus on employee
morale, social interaction and shared interests between leader and
workers. Using the servant leadership, empathic leaders who build trust,
coach and mentor, putting others needs first
4. Open system model- change and innovation, developed in contexts as
crises, where organisations face high uncertainty and little time to plan,
uses empowering leadership, encourage ideas, flexibility, information
sharing
