Leading 21st century organizations Annotated Bibliography
Javidan, M., Bullough, A., & Dibble, R. (2016). Mind the Gap: Gender Differences in Global Leadership Self-Efficacies. Academy of Management Perspectives, 30 (1), 59-73. https://doi.org/10.2139/ssrn.3460210
Critical Summary of the Article
Javidan et al. (2016) have argued that due to globalization, there is a need within the organization for leaders who can work effectively in a globalized and dynamic environment. The major theme covered by the authors in research is the importance of global mindsets to achieve success in the global environment and roles. The main aim of the authors is to highlight the importance of shared leadership in extending to the gender difference and the gender role by examining the difference between the global mindset of men and women. The main research problem that is being addressed by the author in this paper is to examine how are men and women differ in terms of their global mindset. Through this research question, the author wants to highlight how the shared leadership framework can potentially fill the gap between the gender difference by careful examination of how the global mindset differs between men and women. Javidan et al. (2016) believe that there is a need to understand the major difference between men and women in terms of qualities that are needed for the global roles, at the same time authors believes that it is equally important to find the way through which the gender diversity can enhance the shared leadership, especially in the global managerial ranks.
Critical Analysis of Research Methodology
Critical Analysis of the Results and Conclusions
Critical Summary of the Article
Patrick and Kumar (2012) have argued that diversity management is a process that is required for maintaining and creating a positive work environment, where individuals with similarities and differences are valued. The main themes covered by the author in this paper are the importance of diversity for organizational culture; the impact of diversity openness, human resource management practices and diversity-related pressures, requirements expectations, and incentives. The main research problem that is addressed by the authors is that organizations in India are becoming more globalized especially the IT sector which has led to the increase in heterogeneousness among the employees and has also created a challenge for the organization to manage these diverse employees. Incorporating diverse individuals and their perspectives has become one of the major concerns of the organization. Inability to manage diversity could lead to increase employee turnover and reduced individual as well as organizational performance. To address this problem authors have explored the diversity dimension considering that diversity will be increasing tenfold in the coming up years and successful organizations are ready to take immediate action. The central theme of the paper revolves around mapping the attitude to workplace diversity in context to IT, analyzing the strategies for enhancing workplace diversity, evaluating the most frequently encountered barriers that might arise for workplace diversity, and identifying the strategies for enhancing the inclusiveness and awareness about workplace diversity.
Critical Analysis of Research Methodology
Patrick and Kumar (2012) have used appropriate research methods and tools to collect their data and for data analysis to achieve their research aim. To understand the attitude towards workplace diversity authors has used convenience sampling for selecting the respondents. These respondents were selected from the top 15 IT firms. A total of 350 respondents were selected from this research some of the variables controlled by the author was that it was making sure that respondents are from diverse backgrounds, and have at least 2 years of work experience in the organization. The authors have used a questionnaire for collecting the data, the reliability of the questionnaire was tested through Cronbach’s alpha. Construct validity was also ensured by selecting the statements from the work of Johnson (2003) and Al-lamki (2002). Authors have established their statements and checked their validity through a panel view that includes 10 HR professionals, 7 professors (organizational behavior), and 5 diversity training experts. The authors have used a selected sample size for their research. Initially, a questionnaire was sent to 350 respondents however final sample size was 300 considering that various questionnaire was eliminated because of excessive missing data and some of them are returned. Data collection and process were done properly considering that questionnaire was constructed 6 sections, in which first section included respondent profile, age, and gender. The second section was about employees’ attitude towards workplace diversity. Third section includes strategies for enhancing workplace diversity through ranking. Section fourth is about items about the barriers to workforce diversity. The fifth and sixth section includes items for strategies for enhancing inclusiveness and workplace diversity. Data collected were analyzed through statistical techniques, for sections 2 & 3 Friedman test was used, for sections 5 and 6 they were analyzed using descriptive statistics. The authors have used appropriate tools, a techniques for the research.
