The Interplay between Leadership and Diversity

Dr Sylvana Storey8th June 2015

www.sylvanastorey.com

How do you solve a problem like Maria presentations?

How do you catch a cloud and pin it down

Context

Leadership Conundrum

Global Leadership

• What is global leadership?

• Why is it important?

Diversity

Where are we now? The Statistical Evidence

A man starting his career in a FTSE 100 is

4.5 times more likely to reach the executive committee than his female counterpart.

In the FTSE 100, only 8.4% of executive director positions and

22.8% board positions are occupied by women

Women make up

45% of the workforce at S&P 500 companies, but they make up

only 4.6% of those firms CEOs.

In the UK, the average woman still earns

19.7% less than the average man per hours. Female bosses earn

35% less than male colleagues

19% BAMESs males vs. 7% White males are unemployed. Drill down into the 16-24 yr old group and this number goes up to

55%

The number of BAME who are long-term unemployed has

gone up 47% despite a fall in overall joblessness

5% of BAMEs are in senior management positions

The Interplay

The findings correspond to the three areas that were measured in the research:

Leadership, Diversity and the Organisation

The Findings: Leadership

The research identified six key findings for leadership:

• Competencies: Business & Cross-Cultural

• Connecting: relationships, networks and direction

• Rigour: monetary, strategy and business performance

• Stakeholder satisfaction: employees, customers, & others

• Value-based professional: intrinsic, developing, integrity

• Influences: cultural, nationality, social and adaptability

The Findings: Diversity

The research identified five key findings

• Inclusivity: cultural awareness & sensitivity, tolerance, communications

• Performance measures: No measures tracked therefore limited accountability and strategic priority

• Role modelling: demonstrated behaviours, practices and make-up of SM team

• Positioning: Conveying & allocation of resources

• Innovation: Broader perspectives, creativity/learning, decision making and problem solving

The Findings: Organisation

• The organisations way of being: varied across cultures , structures and practices.

• Facilitating: recruitment, values, initiatives, employee engagement, and organisational culture.

• Behavioural practices: conflict, inclusivity, fairness, and transparency

• Ways of working; challenge, HQ influence, adaptability, and learning

• Issues of diversity: none and integration

• Driving diversity: practices, collaboration and embedding

LEAD³™

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Applying LEAD³

Structural/Individual Cognitive/Team Behavioural/Organisation

™

Global Leadership Index for Diversity(GLIDE)

CATEGORY

CAPABILITY

Cognitive GlobalBusiness StrategicBehaviouralSocial

CommercialAcumen

Rigour

Connecting

Value BasedProfessional

Cross-Cultural

COMPETENCIES

Diversity Dimensions:an exercise!

Change

“Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up”

Belasco & Stayer, 1994

Utilitas: “Utility “/ “Usefulness”

Firmitas: “Strength” / “Durability”

Venustas: “Beauty”

Vitruvian Man by Leonardo da Vinci 

Vitruvian PrinciplesMarcus Vitruvius Pollio

Forward Together

In spite of our differencesLet us walk forward

TOGETHER

Thank You