Organizational Behavior

Diversity as a Strategic Advantage

In a workplace or n organization, diversity refers to the state of being and having variety(Gelfand, Erez, & Aycan, 2007). This could be a variety of races, cultures, opinions, perspectives, genders or even ages among other factors that make people different. It is true that diversity is a strategic advantage in organizations and helps create broader perspectives on issues. This also implies that the organization will have a mix of ideas and perspectives that will assist in the promotion of adaptability, interpersonal tolerance and hence a better chance for success in all the activities(Hicks-Clarke & Iles, 2000). With different forms of ideas and opinions, the organization is also able to acquire diverse problem-solving skills, approaches to success and competition as well as a broader service range due to the resultant cultural understanding.

Despite these advantages, there are schools of thought that maintain that diversity in the workplace makes it impossible to deal with change and also presents a communication challenge to the management. Whereas these claims are valid, the management style used by the leader as well as his or her ability to be the figurehead and a symbol of unity determines the extent to which diversity will pose these challenges. With a transformative leader who is the unity of the organization, the downsides of diversity are not a challenge to the organizational success(Mullins, 2007).

Leaders are Responsible for Employees Job-Satisfaction

Job satisfaction refers to the ability of the employees to develop and build a passion for their kind of work and feels fulfilled(Mullins, 2007). This ability develops with time in organizations and majorly affected by factors outside the employees themselves. One of the major factors that impact on job satisfaction is the nature of work and the work environment. When the work performance of the employees is not adequately rewarded both materially and emotionally, the employees feel dejected, and the job satisfaction is lowered. The work environment, as well as the rewards and benefits systems, are a function of the leadership style and the personal qualities of a leader. The leader, therefore, has a massive responsibility regarding how the environment is structured to support the employees and hence increase their job satisfaction(Bhat, Verma, Rangnekar, & Barua, 2012).

However, even when leaders have provided the environment required for job satisfaction, employees’ attitudes towards work and even the leader will also impact on their satisfaction. In general, when an employee does not like the manager or the work, either due to personal or professional differences, they will not be fully satisfied in their job. However, with a good leader, such cases are seen in only selected instances. The leaders, therefore, retain the sole responsibility to ensure overall job satisfaction although insignificant cases may be affected by employee’s attitudes(Mullins, 2007).

Leaders Impact on Employee’s Productivity and Performance

In all organizations, leaders have the responsibility, authority, and power to allot and manage all forms of resources for better performance and productivity. In addition, leaders are also involved more in decision making, promotions and assessment of performance for actions such as training and development to take place(Bhat et al., 2012). The performance of these duties helps in increasing the motivation of the employees and improving their facilitation, ability and willingness to perform. When employees are motivated, either by having a good work environment, being well trained and developed or being rewarded for their efforts, they are psychological, physically and intellectually tuned to performance and productivity. Leaders need to plan better allocation of resources strategies and a positive performance management system to ensure that productivity and performance in the organization are maintained and facilitated(Mullins, 2007).

The leader helps in the development of appropriate knowledge, skills, and attitudes among the employees through the leadership style, reward systems, and the human resource development activities. With the appropriate skills and attitudes, employees’ performance is improved, and this significantly improves their individual and collective productivity(Bass & Avolio, 2013).

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