The role that leadership plays in driving organizational success cannot be overemphasized. Among other things, leaders identify the priorities on which their organizations should focus as well as consolidating the resources needed to execute these priorities. While all the duties that leaders perform are important, there are some specific obligations which are particularly crucial. Team building, tackling burnout and promoting workplace diversity are some of these obligations. Leaders are expected to ensure that their employees work as cohesive teams (Llopis, 2012). It is also understood that leaders need to build the capacity of their teams, enabling them to execute their mandates without experiencing burnout (Chamorro-Premuzic, 2019). Furthermore, leaders have a mandate to create teams that bring together individuals from diverse racial, ethnic, language and cultural backgrounds. After all, there is tremendous evidence that links workplace diversity to higher employee satisfaction levels and enhanced organizational performance. Explored in this paper are three articles which shed light on the various functions that leaders perform in the modern organization. In particular, the paper reviews articles that highlight how leaders bolster team building, create a culture that minimizes employee burnout and pursue employee diversity.
The impact and role of leadership in encouraging team building, tackling burnout and promotion of workplace diversity were selected for discussion because of their relevance to the typical modern organization. Today, organizations are facing immense pressure to increase the representation of minorities (Power, 2017). Furthermore, the organizations are being urged to recognize the destructive effects of burnout and to invest in strategies that reduce the burden that their employees shoulder (Chamorro-Premuzic, 2019). Moreover, team building is an integral component of organizational success. When employees consolidate their effort and work in harmony, their organizations record greater levels of success. By shedding light on these issues, the paper attempts to identify the various interventions that leaders can adopt to advance their organizations forward.
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Among the three articles selected for analysis is authored by Boehm and Dwertmann (2014). These two scholars collaborated to establish the impact that leadership can have on workplace diversity. To set the stage for their discussion, Boehm and Dwertmann (2014) observed that in the recent past, companies have been confronted with the challenge of ensuring that older and younger employees work seamlessly. They acknowledge that generational differences can hamper collaboration and employee performance. Furthermore, Boehm and Dwertmann (2014) lament that disabled employees grapple with serious challenges in their attempts to become integrated into and accepted as part of the workforce. According to Boehm and Dwertmann, there are various simple, yet highly effective strategies that leaders can adopt to enhance diversity and inclusion.
Establishing a climate that celebrates difference and adopting human resource practices which increase the proportion of under-represented groups are among the leadership strategies that Boehm and Dwertmann (2014) recommend. They base these recommendations on the understanding that workplaces with low levels of diversity tend to experience conflicts among employees and personnel forming cliques. Furthermore, according to Boehm and Dwertmann (2014) suggest that without diversity, it is immensely difficult for organizations to achieve teamwork. These scholars charge leaders with the mandate of increasing diversity through employment practices which create opportunities for minority groups. Moreover, they advise leaders to be in the forefront of establishing organizational climates which helps employees to feel valued and included. Boehm and Dwertmann (2014) promise that when leaders implement their proposals, they should expect a significant increase in performance and productivity levels. The article is vital for any leader whose organization is struggling to develop a diverse workforce. Furthermore, organizations which wish to combat employee burnout by encouraging collaboration can benefit from the article.
Steffens, Haslam, Kerschreiter and Schuh (2014) penned the second article selected for discussion. When they set out to write the article, Steffens et al. (2014) were undoubtedly driven by concerns about dwindling levels of employee engagement occurring across organizations. In particular, according to these scholars, many employees do not feel connected to their organizations. As a result, they are unable to commit their entire effort and dedication to ensure that their companies excel. These scholars make it clear that if they fail to invest in employee engagement, firms should brace for disappointing performance. They specifically note that lack of employee engagement sets the stage for high burnout levels. When burnt out, it is nearly impossible for employees to focus on their mandates.
Having stated the problem that firms grapple with, Steffens et al. (2014) proceed to present solutions that leaders can implement to stimulate employee engagement. They propose that leaders should spare no effort in helping their employees to establish a strong social identity. Basically, Steffens (2014) and his team challenge leaders to create a sense of wellness. These scholars assure leaders that implementing this solution will reduce burnout and enhance collaboration. Even as they remind leaders to promote teamwork, Steffens et al. (2014) also note that the specific approaches that leaders use also impact the experiences of their employees. For example, they observe that the transformational leadership style usually yields higher levels of employee engagement and identity. In essence, these scholars contend that employees look to their leaders for guidance and direction. When they have a clear vision of the goals that they should pursue as part of a team, the employees become more engaged and identify with their organizations.
Of the three articles selected, that authored by Ward (2008) is perhaps the most interesting. In the article, Ward (2018) sheds light on the experiences of LGBT employees. She particularly explores the hardships that these employees face in their efforts to feel valued and included in organizations. What makes the article interesting is that it provides insights that can benefit organizations striving to help LGBT employees feel connected and as part of the team. The main message that Ward (2018) presents in her article is that most workplaces remain hostile to LGBT employees. After critically examining an organization working to advance LGBT interests, Ward (2018) noted that even in this organization, there are employees who do not feel fully accepted . While white LGBT employees generally had better experiences, their colleagues from communities of color suffered isolation. This observation is important as it underscores the complexity of diversity. Furthermore, Ward’s observations highlight the damaging effects of lack of diversity on employees. When they feel alone and isolated, employees are undoubtedly more likely to experience burnout which in turn depresses their productivity.
After describing the challenges that the LGBT organization and employees face, Ward (2008) proceeds to present solutions that leaders can adopt to improve the experiences and outcomes of LGBT personnel. Ward (2008) suggests that the leaders should begin to acknowledge that their organizations have a diversity problem and abandon empty rhetoric. They should implement concrete interventions that yield better collaboration, teamwork and employee experiences. According to Ward (2008), it is also vital for organizational leaders to be wary of being influenced by dominant demographic groups at the expense of minority communities. For instance, Ward (2008) raises questions about the effectiveness of such strategies as data-driven human resource management and holding events to celebrate employee diversity. Basically, Ward (2008) indicates that these strategies are shallow, pretentious and do little to enhance the wellbeing of employees. She concludes her discussion by urging leaders to empower minority and disadvantaged groups to become activists for equality and racial justice in the workplace.
All the three articles are rich with insight and provide valuable lessons for individuals as well as organizations. The main takeaway from these articles is that leaders hold the key to diversity, teamwork and preventing burnout. By engaging with the articles, I have gathered that there are many organizations which are unable to motivate their employees because they do not recognize the value of diversity and teamwork. In particular, I have determined that companies are either reluctant or unable to expand their spaces to accommodate communities that have historically experienced marginalization and isolation. Another insight that I have acquired is that the task of creating diverse and inclusive workplaces where employees thrive, do not experience burnout and are valued is tremendously arduous. Leaders must possess the right tools and skills in order to execute this task. While they face a serious challenge, I have gathered from the articles that with commitment and a strong vision, it is indeed possible for leaders to establish a climate that prioritizes the welfare of all employees, regardless of their background.
I intend to incorporate the lessons that I have acquired into my professional practice and personal endeavors. In my position as an administrator or supervisor, I will apply some of these lessons. For example, I will treat all my employees with respect and provide them with opportunities for personal and professional growth. I will particularly challenge employees to take charge of initiatives designed to improve diversity. Another insight that I will adopt is overhauling recruitment and personnel development practices to increase minority representation. I have observed that many organizations are not doing enough to tackle the under-representation of people of color. I find that the interventions that I plan to adopt are in line with ethical values like social justice and equality. As professionals, we are expected to lead efforts to ensure that all individuals are treated equally and with respect. By making recruitment policies friendlier to these communities, I believe that I will create a balanced and diverse workforce. In my personal life, I will also strive to expand my network and take an interest in the cultures of others. I am convinced that these measures will allow me to become an effective administrator with a clear understanding of the importance of burnout-free and diverse workplaces.
References
Boehm, S. A., & Dwertmann, D. J. G. (2014). Forging a single-edged sword: facilitating positive age and disability diversity effects in the workplace through leadership, positive climates, and HR practices. Work, Aging and Retirement. doi:10.1093/workar/wau008
Chamorro-Premuzic, T. (2019). To prevent burnout, hire better bosses. Harvard Business Review. Retrieved February 16, 2020 from https://hbr.org/2019/08/to-prevent-burnout-hire-better-bosses
Llopis, G. (2012). 6 ways successful teams are built to last. Forbes. Retrieved February 16, 2020 from https://www.forbes.com/sites/glennllopis/2012/10/01/6-ways-successful-teams-are-built-to-last/#1db6008d2b55
Power, R. (2017). Why diversity matters in your workplace—and how to achieve it. Inc. Retrieved February 16, 2020 from https://www.inc.com/rhett-power/why-diversity-matters-in-your-workplace-how-to-achieve-it.html
Steffens, N. K., Haslam, S. A., Kerschreiter, R., & Schuh, S. C. (2014). Leaders enhance group members’ work engagement and reduce their burnout by crafting social identity. German Journal of Research in Human Resource Management, 28 (1-2), 173-94.
Ward, J. (2008). White normativity: the cultural dimensions of whiteness in racially diverse LGBT organization. Sociological Perspectives, 51 (3), 563-86.
