Diversity

“Workplace diversity means creating an inclusive environment that accepts each individual's
differences, embraces their strengths and provides opportunities for all staff to achieve their full
potential” (Anti Discrimination Commission, 2018). Being diverse means an inclusion of people of
any race, gender, sexual orientation, disability, religion, age etc.

It can be argued that there are three layers of diversity within the workplace; advantages, potential
issues and guidelines for leaders. There are many advantages to having a diverse workplace, one key
one being the wide range of knowledge and skills being available. This can also lead to higher
employee performance due to the workers being more comfortable and enthusiastic to work, as
well as a higher level of teamwork becoming more effective. Another benefit workplaces’ diversity
could be a higher level of creativity and innovation (Bassett‐Jones, 2005). An example of a diverse
workplace being beneficial to businesses as well as society would be the case of Geraldine Vesey.
Geraldine stated in her talk at Manchester Metropolitan University that she worked in a very male
dominated company at one point where there was a strong mentality of “work hard – play hard”, in
which she admitted was very difficult live through on a long term basis. This may be due to the
extroverted male culture she claimed the company had which meant that those who did not have
that type of personality, may have found it very difficult to have a positive influence and prove
themselves to be an asset to the company.

The potential issues of diversity have been long-standing and can be seen as a result of a patriarchal
society. Kanter, (1977) provides the theory of “masculine ethics” in which she argues that traits
typically shown by men (tough-minded approach to problems; cognitive superioty regarding
problem solving and decisoin making; analytical abilities to abstract and plan), are more dominant
and arguably acceptable in the workplace. This shows how restrictive it is for women to be succesful
professionaly, unless they act “more male”. Kanter’s argument also leads to Schuller’s (2017) “Paula
Principle” in which he provides a theory that women work below their level of competence for
numerous reasons such as Kanter’s “masculine ethics” theory.

In order to create a diverse working environment in which all of their employees feel that they can
achieve, guidelines have been provided. An “authentic” leadership style may be best suited for a
company that looks to welcome diversity as George’s (2003) definition of authenticity states that a
leader of this sort “build relatoinships with people” and that they “lead with purpose, meaning and
values.” This may allow a diverse workplace to thrive as it focuses on the people working, rather
than the differences between them, albeit acknowledging differences amd stereotypes has also
been suggested as guideline for leaders.

Overall, there is a large need for diversity in the workplace as the modern world is becoming
increasingly diverse. With civil rights movements continuing to progress, more minorities are
entering the workplace every year (Gov.UK, 2016) and thus there is a strong need to accommodate
for variances of people and cultures in the workforce. Therefore, having a mutual goal and a mutual
respect for one another, can be essential for an ogainzation hoping for success.

Bibliography
Anti Discrimination Commission. (2018). Diversity in the Workplace. Retrieved from Anti
Discrimination Commission Queensland: https://www.adcq.qld.gov.au/resources/for-
employers/diversity-in-the-workplace
Bassett‐Jones. (2005). Creativity and Innovation. Creativity and Innovation Management. The
Paradox of Diversity Management, 14: 169-175.

George. (2003). Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value. San
Francisco: Wiley and Sons.

Gov.UK. (2016, April 13). BME employment reaches record high. Retrieved from Gov UK:
https://www.gov.uk/government/news/bme-employment-reaches-record-high

Kanter. (1977). Men and Women of the Corporation. New York: Basic Books.

Schuller. (2017). Paula Principle: How and Why Women Work Below Their Level of Competence.
Scribe Publications.