Diversity dynamics in different settings pose significant challenges to leadership. For the achievement of the objectives of an entity, there is need to adequately address personal as well as social barriers that might hinder the implementation of strategic plans. The culture of an organization is one of the fundamental elements that hinder diversity leadership (McLaughlin, 2018). A dysfunctional organizational culture directly or indirectly allows the flourishing of personal as well as social barriers to diversity. Personal barriers include factors such as lack of cultural competence and resistance to change. On the other hand, social barriers could be discrimination and cultural as well as other types of stereotypes.
Lack of cultural competence hinders one from not only understanding but also accommodating those who are from different cultures. The above aspect is closely related to cultural intelligence which is one’s ability to interact and hence work effectively with people from varied cultural backgrounds (Ang, Soon Linn, 2015). Lack of cultural competence as well as intelligence hinders leadership that embraces diversity. Besides this, resistance to change is another issue that can hinder diversity leadership. A leader might not be welcoming to the change that diversity is likely to bring in an organization due to the possibility of such a change to influence organizational values (Pardo del Val & Martínez Fuentes, 2003).
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Discrimination due to one’s origin, their beliefs as well as culture in general hinders the achievement of objectives related to diversity leadership. The above is a barrier that is not only eminent in administration but an aspect that can also be propagated by the general public or employees. Such a barrier prevents the people viewed to be different from achieving the best at the workplace (Clair et al., 2005).On the other hand, Stereotypes that individuals, as well as leaders, propagate against other cultures act as a significant barrier to diversity leadership. Due to notions held by a given leader, they might treat the individuals in question in an unacceptable manner due to his or her inability to understand them based on the truth about them. His or her interaction with them is also likely to be influenced by such stereotypes. A strained relationship that impedes performance by the two teams is hence, likely to witnessed (Cox, 1994).
References
Ang, S., & Van Dyne, L. (2015). Handbook of cultural intelligence . Routledge.
Clair, J. A., Beatty, J. E., & MacLean, T. L. (2005). Out of sight but not out of mind: Managing invisible social identities in the workplace. Academy of Management Review , 30 (1), 78-95.
McLaughlin, J. (2018). Dysfunction in Organizational Culture: Institutionalization & Barriers [Video]. Study.com. Retrieved from https://study.com/academy/lesson/dysfunction-in-organizational-culture-institutionalization-barriers.html
Pardo del Val, M., & Martínez Fuentes, C. (2003). Resistance to change: a literature review and empirical study. Management decision , 41 (2), 148-155.
Cox, T. (1994). Cultural diversity in organizations: Theory, research and practice . Berrett-Koehler Publishers.
