Diversity Intelligence

Transcription

1 Diversity Intelligence

2 Claretha Hughes Diversity Intelligence Integrating Diversity Intelligence alongside Intellectual, Emotional, and Cultural Intelligence for Leadership and Career Development

3 Claretha Hughes University of Arkansas Fayetteville, Arkansas, USA ISBN ISBN (ebook) DOI / Library of Congress Control Number: The Editor(s) (if applicable) and The Author(s) 2016 This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. Cover image jimblestock / Alamy Stock Photo Printed on acid-free paper This Palgrave Macmillan imprint is published by Springer Nature The registered company is Nature America Inc. New York

4 PREF ACE Diversity intelligence (DI/DQ) should be developed and integrated into leadership and career development plans similar to intellectual (mental) intelligence (IQ), emotional (EI/EQ), and cultural (CQ). DI and EI are the same as DQ and EQ as original articles written had used DI and EI but the common, more familiar uses are DQ and EQ. Organization leaders need DQ to better interact with the changing demographics in America and the global economy. Without a clear understanding of diversity, leaders are not fully equipped to enhance organization goals through all employees. HR professionals (internal and external consultants) and (senior) managers in international or global operating companies can personally benefit and help leaders within their organizations benefit from DQ. HR professionals in the world of academia can also teach the concept of DQ to their students and peers using empirical research studies. Researchers and scholars in the fields of Human Resource Development, organizational behavior, and HR management students (e.g. MBA courses or HRM master programs) will benefit from a better understanding of DQ. HR consultants (working at an academic level and often associated with universities) could use the DQ skills as described in the book as a platform for their workshops or in their day-to-day work. This book will add to the knowledge base when used in HR and career development training (e.g. Society of Human Resource Management International Conference and Association for Talent Development International Conference). There are many books and research articles available that have covered the topic of diversity but none that mention the term DQ that I have coined; nor has the concept of DQ been integrated with IQ, EQ, v

5 vi PREFACE and CQ. Some articles have suggested that global organizations integrate motivational CQ programs with diversity management (Christiansen and Sezerel 2013) within the context of Strategic Human Resource Management (SHRM). The diversity and inclusion publications are often marginalized and/or isolated within the field of diversity as opposed to integrated into the leadership and career development literature. As the global economy expands and the demographics within American society become more diverse, DQ is essential. There has been little evidence of diversity training success, and as organizations continue to adapt to global changes, diversity continues to be a buzz word without extensive tangible evidence of success in the workplace as evidenced by the numerous protected class group lawsuits, Equal Employment Opportunity Commission (EEOC) and Department of Labor complaints, and settlements. This book suggests that DQ is a competency or skill that can be developed by organization leaders and integrated into career development plans and career management systems. Without effective DQ, organization leaders are creating and/or perpetuating adverse relationships between and among employees and reducing the effectiveness and productivity of employees within their organizations.

6 CONTENTS 1 Introduction to Diversity Intelligence 1 2 Intellectual, Emotional, Cultural, and Diversity Intelligences 15 3 Diversity Theory and Practice 33 4 Self and Organization Management Perspectives of Intelligences 47 5 Diversity Intelligence and Leadership Development 61 6 Diversity Intelligence and Career Development 83

7 viii CONTENTS 7 Integrating Diversity Intelligence, Leadership and Career Development 95 8 Current Issues and Evolving Trends 115 Index 125

8 LIST OF FIGURE Fig. 1.1 Hughes Diversity Intelligence (DQ) conceptual model 8

9 LIST OF TABLES Table 2.1 Chronic leadership problems/pitfalls and associated intelligence 18 Table 4.1 High EQ versus DQ implications 51 Table 5.1 Eight drivers of execution and DQ implications 75 Table 7.1 Four intelligences and the Hughes five values 104 Table News headlines related to protected class groups 118