MANAGING WORKFORCE DIVERSITY AND THE QUEST FOR ETHICAL LEADERSHIP

Abstract

This study proposes a framework for analyzing and understanding the relationship between ethical leadership and the management of workforce diversity. Using meta-synthesis as a methodological approach, the study examines the current research stream in workforce and workplace diversity. Second, the concept of ethical leadership is examined, including the conditions for its applicability and possibility in creating leader-follower relationship. It is argued here that our understanding of diversity and all of its ramifications are products of our ethical and cultural conditioning. A review of the ontological nature of ethical leadership indicates how organizational leaders function as role models and how members of the organization identify themselves with the organization ideal as embodied in the leader’s ideal. Further, we explain how the actions of organizational leaders as parental figures and role models are capable of altering followers’ perception of their individualities and their realities. We argue that organizational leaders can and should use their power of influence (as role models) to make their followers recognize the inherent advantages and challenges of a diverse workforce and workplace. We point out that the inability of our leaders to manage the diversity in our society and institutions poses a serious threat to the nation’s security. On this basis, we suggest that ethical leadership seems to be an appropriate form of leadership behavior for managing a diverse workforce capable of achieving the goals of an organization. Finally, five ethical leadership approaches for creating and sustaining effective management of workforce diversity are suggested.
 Keywords: Workforce Diversity, Ethical Leadership, Ethical Climate, Cultural Orientations.