Model the way and inspire shared vision practices can help towards improving leadership areas of gender and culture in several ways, which are essential to consider in establishing their effectiveness. By modeling the way, a leader focuses much attention on trying to create an environment in which his or her employees would be able to operate effectively. Kouzes & Posner (2003) argue that model the way practice establishes a front from which to promote positive performance among employees while building on a progressive avenue for the achievement of s e objectives. Consequently, this means that the leader would be in a better position from which to deal with any issues associated with gender or cultural disparities occurring within the workplace environment. The focus for the leaders ought to be trying to create gender and culturally inclusive environment for his or her employees.
An example can be seen from a situation where a leader may work towards creating an equal platform for the promotion of employees regardless of gender or culture. This is a common practice in some of the corporate companies, which tend to promote employees depending on their performance rather than having to focus on issues of gender or culture. The outcome of this is that it creates that environment from which employees would improve their productivity levels with the focus being towards achieving some of their career objectives. The idea of a shared vision may also improve on the leadership areas of gender and culture by creating that platform from which leaders tend to create an illusion that promotes inclusivity. Having a shared vision is essential in any given workplace environment, as it creates a productive environment for employees to focus much of their attention on their performance while in such situations.
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By adopting model the way and inspire shared vision practices, the possibilities of success in the workplace environment increase significantly considering that employees find themselves motivated towards advancing their respective performance expectations. Kouzes (2014) points out that these practices work towards providing leaders, in the business environment, with the sole responsibility for the performance of their employees. In dealing with issues associated with gender and culture, leaders take the initiatives allowing them to understand the nature of issues arising within the workplace environment. The ultimate result is that they are expected to take the necessary steps to deal with the issues personally with the aim of discouraging such issues from the workplace environment. Ultimately, this establishes the possibility of success in terms of ensuring that the employees deliver on some of their set out goals and objectives as part of their engagement in the workplace.
The selected leadership theory is participative leadership theory, which seeks to create an environment in which leaders understand the value of having to include other employees in every decision that they make within the workplace environment. This theory can help in dealing with the issue associated with gender and culture, occurring within the workplace environment, by allowing employees to connect at a personal level based on their participation in the decision-making processes. The connection created among employees helps towards understanding overall strengths and weaknesses, which employees may use to their advantages in building performance for the company or organization. For the leaders, the participative leadership theory acts as a front for having to create a positive workplace in which employees would appreciate regardless of their gender or culture.
References
Kouzes, J. M. (2014). The Five Practices of Exemplary Leadership-Technology (Vol. 292). John Wiley & Sons.
Kouzes, J. M., & Posner, B. Z. (2003). The leadership practices inventory (LPI): Participant's Workbook (Vol. 47). John Wiley & Sons.
