A summary of state of progress in diversity and inclusion initiatives: Consulting Psychology special issue.

2020 ◽  
Vol 72 (4) ◽  
pp. 332-335
Author(s):  
Mira Brancu ◽  
Theodore L. Hayes
Keyword(s):  
Special Issue ◽  
Diversity And Inclusion ◽  
Consulting Psychology

scholarly journals ADVERSITY ENCOUNTERED ON THE ROAD TO GENDER DIVERSITY – WOMEN AND MEN IN HIGH BUSINESS POSITIONS AND IN SCIENTIFIC DOMAINS

2019 ◽  
Vol 18 (4) ◽  
pp. 7-11
Author(s):  
Joanna Pyrkosz-Pacyna
Keyword(s):  
Gender Equality ◽  
Case Studies ◽  
Gender Diversity ◽  
Special Issue ◽  
Academic Journal ◽  
The Road ◽  
Gender Balance ◽  
Diversity And Inclusion ◽  
Broad Variety ◽  
On The Road

The idea for this Special Issue actually originated during a conference devoted to gender equality in business settings: “It’s complicated. Gender balance in leadership” organized in 2018 by Diversity Hub, an organization focused on Diversity and Inclusion. Inspired by Professor Katarzyna Leszczyńska (AGH University of Science and Technology) and supported by Dr Tomasz Dąbrowski (Diversity Hub) the idea of an entire issue of an academic journal devoted to research and case studies on gender equality in science and business came to life. We opened the journal to sociologists, psychologists, cultural studies researchers, anthropologists, journalists and practitioners to share with us their work in this area. We received a broad variety of articles that tackled the notion from different perspectives and chose five articles that in our opinion provide the most interesting and professional contribution to the topic of gender representation in STEM and high business positions.

Introduction to Special Issue on Diversity and Inclusion

Fisheries ◽  
2019 ◽  
Vol 44 (8) ◽  
pp. 351-352 ◽  
Author(s):  
Kaja Brix
Keyword(s):  
Special Issue ◽  
Diversity And Inclusion

Diversity in India: addressing caste, disability and gender

2020 ◽  
Vol 39 (6) ◽  
pp. 585-596
Author(s):  
Rana Haq ◽  
Alain Klarsfeld ◽  
Angela Kornau ◽  
Faith Wambura Ngunjiri
Keyword(s):  
Gender Diversity ◽  
Diversity Management ◽  
Special Issue ◽  
Theoretical Frameworks ◽  
Content Type ◽  
Economic Diversity ◽  
Diversity And Inclusion ◽  
And Gender ◽  
Equality And Diversity ◽  
Country Specific

PurposeThe purpose of this paper is to present the diversity and equality perspectives from the national context of India and introduce a special issue about equality, diversity and inclusion (EDI) in India.Design/methodology/approachThis special issue consists of six articles on current EDI issues in India. The first three of the contributions are focused on descriptions of diversity challenges and policies regarding caste and disabilities, while the remaining three papers address gender diversity.FindingsIn addition to providing an overview of this issue's articles, this paper highlights developments and current themes in India's country-specific equality and diversity scholarship. Drawing on the special issue's six papers, the authors show the relevance of Western theories while also pointing to the need for reformulation of others in the context of India.Research limitations/implicationsThe authors conclude with a call to further explore diversity in India and to develop locally relevant, culture-sensitive theoretical frameworks. Religious and economic diversity should receive more attention in future diversity management scholarship in the Indian context.Originality/valueHow does India experience equality and diversity concepts? How are India's approaches similar or different from those experienced in other countries? How do theoretical frameworks originated in the West apply in India? Are new, locally grounded frameworks needed to better capture the developments at play? These questions are addressed by the contributions to this special issue.

Authentic Leadership in HRD—Identity Matters! Critical Explorations on Leading Authentically

2017 ◽  
Vol 19 (4) ◽  
pp. 350-361 ◽  
Author(s):  
Julia Storberg-Walker ◽  
Rita A. Gardiner
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Authentic Leadership ◽  
Power Dynamics ◽  
Special Issue ◽  
Leadership Model ◽  
Diversity And Inclusion ◽  
Theoretical Assumptions ◽  
Leadership Diversity ◽  
Ways Of Being

The Problem Authentic leadership (AL) has been viewed as an attractive leadership model to combat destructive forms of leadership. On a simple level, it is difficult to argue against authenticity when leading and developing leaders. However, on a deeper level, many scholars have challenged the ideas supporting authentic leadership to highlight the model’s theoretical assumptions and implicit values. Of the critiques, one of the most relevant challenges for HRD (Human Resource Development) is the critique based on identity because this critique aligns with HRD’s focus on diversity and inclusion. The problem is that HRD researchers and practitioners need to understand more about how authentic leadership, as described typically in scholarly and practitioner journals, homogenizes the workplace and discounts diverse ways of being authentic. The Solution The articles in this Special Issue offer a variety of different perspectives on the connection between authentic leadership and identity to make transparent the hidden assumptions, power dynamics, and contextual forces at play. When these unexamined and implicit factors are considered, HRD scholars and practitioners will be in a better position to promote diversity and inclusion in the workplace, as well as in teaching, research, and service. The Stakeholders Researchers and practitioners interested in authentic leadership, diversity and inclusion, and power.

Effective Diversity Management in the 21st Century

2013 ◽  
pp. 156-165
Author(s):  
William Gary McGuire
Keyword(s):  
Diversity Management ◽  
The United States ◽  
Education And Training ◽  
Myers Briggs Type Indicator ◽  
Organizational Diversity ◽  
Diversity And Inclusion ◽  
Consulting Psychology ◽  
The Military ◽  
And Training ◽  
The U.S

The chapter establishes who determines the effectiveness of organizational diversity management while providing a sustainment plan for the coming years. Additional experiences from the author as a diversity practitioner help to establish how culture impacts diversity effectiveness in the U.S. Military as well as business and industry in the United States. Finally, as personality types tend to validate certain behaviors in the international community with respect to culture, the U.S. Military and supporting commercial contractors could easily change the mindset of diversity leaders when they imply that personality type has no bearing on the culture of the occupied country and the willingness to win the hearts and minds (Patreaus, et al., 2006) of those occupied. The Consulting Psychology Press (CPP) and the Myers Briggs Type Indicator (MBTI) can help us to better understand the diverse personalities required to help make organizations effective. At the end of the day, organizational leaders (regardless of their affiliation with the military, education and training, or business and industry) who receive various forms of diversity and inclusion education and training can enhance their overall effectiveness and diversity management programs.

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