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Medientyp:
E-Book
Titel:
Atypical Leader’s Legitimizing and De-legitimizing Diversity Beliefs
:
Beliefs and Qualities on an Atypical Leader, their Effect on Dualities of an Atypical Leader in Diversity Management, and their Consequential Impact on the Diversity Beliefs within Organizations
Anmerkungen:
Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments October 14, 2021 erstellt
Beschreibung:
An atypical leader is an individual who is ‘rarely associated with leadership positions, originating from non-privileged, non-dominant, under-represented, disadvantaged or unusual demographic backgrounds. An atypical leader is often celebrated as an individual who is likely to support workforce diversity in organizations. Yet the verity of the assumption that an atypical leader will invariably promote workforce diversity remains underexplored. In an exploratory study, Samdanis & Özbilgin, (2020), questioned this assumption and demonstrate the dualities of an atypical leader in legitimizing and delegitimizing workforce diversity. They define and examine the concept of atypicality among leaders, in terms of how they emerge, who they are (dispositions), what they say (discourses) and what they do (performative acts). In this study, we tend to confirm their argument in a questionnaire-based survey. For this, We applied the (Samdanis & Özbilgin, 2020) conceptualization of dualities of atypical leaders in legitimizing and delegitimizing workforce diversity to the Pakistani organizational sector. We argue that the Institutional field, Organizational logic, and Status belief help the Emergence of an Atypical Leader, these beliefs affect the Disposition, Discourse, and Performativity of atypical leaders. This is what constitutes their qualities. These qualities bring positive changes in form of Cognitive, Normative, and Regulative changes in the organization that legitimized diversity. At the same time, they also bring negative changes like Diversity on trial, the Glass cliff effect, and the Headcount effect that undermines and delegitimizes diversity. This duality ultimately ends up informing the belief system of the organization towards Normalizing Atypicality or Marginalizing it. Empirical validity was established by conducting a survey using a self-designed close-ended questionnaire. Data were collected from 204 managerial level employees working in different sectors of Pakistan and analyzed using confirmatory factor analysis and structured equation modeling. The results suggested that status beliefs and organizational logic seem to have a positive and significant impact on all three qualities of an atypical leader i.e. discourse, disposition, and performativity. Discourse and disposition in turn seem to affect normative and regulative changes as well as diversity on trial. Discourse also seems to influence the glass cliff effect. Similarly, performativity also positively affects diversity on trial, as well as regulative change. Additionally, it also seems to influence cognitive change and the headcount effect. Interestingly, Regulative change, headcount effect, seems to promote marginalizing, as well as normalizing atypicality, whereas cognitive change seems to marginalize atypicality. On the other hand, diversity on trial seems to normalize it. Results also suggested that diversity on trial seems to positively impact the glass cliff effect, the glass cliff effect would in turn cause headcount effect. Moreover, Normative change also leads towards cognitive change. This study will enhance the understanding of an atypical leader, analyzing their impact on diversity beliefs from the viewpoint of duality, according to which ‘stability and change are fundamentally interdependent – contradictory but also mutually enabling