A recent Academy of Management Journal article highlighted “stereotypes of Blacks’ leadership failings” by assessing language used in newspaper articles when talking about the quarterback’s role in the outcome of College Football Subdivision games. In brief, the research suggests that when the team of a white quarterback won, the win was attributed to the quarterbacks leadership. When the team of a black quarterback won, the win was attributed to the quarterbacks athleticism. Click here for a link to the article, http://www.aomonline.org/aom.asp?ID=251&page_ID=224&pr_id=452.
As I read the article, it seemed the authors’ inference was that where belief about race did not fit the situation (e.g. the black quarterback demonstrating leadership), the individual reframed the situation (e.g. the quarterback was quick on their feet) such that the situation fit their belief. Typically this isn’t a conscious thought pattern. Two examples of this that have received media attention of late include, “women struggle with math” and ”unemployed people are lazy.”
The article suggests that organizations move beyond traditional diversity initiatives to “perception-based reform.” It is through recognizing our own beliefs and biases, and creating open dialogue with those whom we perceive to be different from ourselves, that we will be able to recognize each individual for all that they bring to the relationship.
The front page article of the Marketplace section of the Journal today focused on steps companies are taking to keep aging workers on the job. They highlight innovations from organizations such as Harley Davidson, who employ on-site trainers and have them ready to ice down inflammation at the end of a shift; and Vulcan Materials, who redesigned their equipment for easier use. Duke Energy spoke of the time that it takes for their technicians to master the work, and the value they place on older workers mentoring the younger employees.
Kudos to these employers! They understand that they have multiple generations in their workforce and that each brings significant value to the organization. Further, the changes noted in this article will have positive implications not just for the Boomers but for each of the generations in their company.
Today’s Wall Street Journal features a right-hand page, above the fold article, “Female Directors: Why so few?” The article starts off by sharing the research that diverse boards produce significantly better returns. Within the article two organizations are quoted for their response to increase diversity on their board. Urban Outfitters board responds to a resolution to actively pursue female & minority candidates by stating that the resolution “could impede its ability to select the most suitable & qualified candidate.” While Dollar General CEO says that, Over time, we fully intend to have women represented on our board.”
The reality is, if these boards want to increase their diversity they need to broaden their networks. When you keep fishing in the same pond, you are going to catch the same fish. There are many talented diverse leaders in the marketplace, and there are resources to help identify them.
While listening to a reputable news radio station this morning, I was stunned to hear a woman voter who was interviewed state that, “as a woman, I will not vote for a woman. I do not believe women are capable of leading.” While this interview was focused on the presidential campaign, I was left with the following questions:
• To lead what – the nation, an organization, a classroom, their family? Where does such a sweeping statement about leadership stop?
• Based on gender? In fact, recent studies have shown that the leadership style naturally demonstrated by women (teamwork, multitasking, and communication) are those most needed now and into the future.
Leadership is about an individual standing up and making a positive difference in their community; whether that community is in their family, in their workplace, or in their elected position. Leadership is about having the courage to want to make a difference, and demonstrating the necessary skills in a way that engages those who will be led.
Leadership is not about gender, or race for that matter. Rather than making categorical indictments, start looking at the unique capabilities that an individual can bring to a leadership position.