Diversity management is a relatively new theory of organizational management, based on the observation that many organizational leaders are not equipped to manage the diverse populations of the current workplaces and marketplaces (Thomas, 1990). As business becomes more globalized and complex, diversity management will play a more important role in the workplace.
Leadership is a simple activity – but “simple” does not mean “easy.” As Chip Heath, professor of organizational behavior at Stanford’s Graduate School of Business, says, “effective leaders are masters of simplicity.” What he means is that leaders are good at identifying the most critical core elements of strategies and highlighting them consistently.
In the business world, there are leaders and there are managers. Each plays an important role in an organization’s success. We often confuse the two, but there is a clear distinction between leadership and management. Leadership is an impersonal activity; management is much more intimate. Let’s take a look at what each role does.
At this point, The Difference is seven years old, but it is still as relevant as ever. That’s because Scott Page’s message is timeless: the importance of a rational, logical, value-driven approach to diversity (and diversity management). According to Page, diversity can be a powerful force in problem solving. In fact, diversity trumps sheer ability: diverse groups of people produce better outcomes than similarly skilled but non-diverse groups.