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Leader’s Self-Insight 11.1 Getty Images

For each pair of values below, select the one that is most the odd-numbered rows and the second word in the
descriptive of you. Even if both qualities describe you, even-numbered rows. “Capacity for collaboration” is rep-
you must choose one. resented by the first word in the even numbered rows
and by the second word in the odd numbered rows. Add
1. Analytical ______ Compassionate ______
the number of words circled that represent each value
2. Collaborative ______ Decisive ______
and record the number below:
3. Competitive ______ Sociable ______
Personal Initiative: ______
4. Loyal ______ Ambitious ______
Capacity for Collaboration: ______
5. Resourceful ______ Adaptable ______
6. Sensitive to others ______ Independent ______ Capacity for collaboration represents feminine values
7. Self-reliant ______ Uniting ______ in our culture, and if you circled more of these items, you
8. Helpful ______ Persistent ______ may be undervaluing your personal initiative. Personal
9. Risk-taker ______ Contented ______ initiative represents masculine values, and more circled
10. Interested ______ Knowledgeable ______ words here may mean you are undervaluing your capacity
11. Responsible ______ Encouraging ______ for collaboration. How balanced are your values? How will
12. Tactful ______ Driven ______ you lead someone with values very different from yours?
13. Forceful ______ Gentle ______ Gender is a trait of diversity. How prevalent in organi-
14. Participating ______ Achievement- ______ zations are feminine and masculine values? Read the rest
oriented of this chapter to learn which values are associated with
15. Action-oriented ______ Accepting ______ successful leadership.

Source: Donald J. Minnick and R. Duane Ireland, “Inside the New
Scoring and Interpretation
Organization: A Blueprint for Surviving Restructuring, Downsizing,
The words above represent two leadership values: Acquisitions and Outsourcing.” Journal of Business Strategy
26 (2005), pp. 18–25; and A. B. Heilbrun, “Measurement of Masculine
“capacity for collaboration” and “personal initiative.”
and Feminine Sex Role Identities as Independent Dimensions.”
“Personal initiative” is represented by the first word in Journal of Consulting and Clinical Psychology 44 (1976), pp. 183–190.

the organization as if everyone shares similar values, beliefs, motivations, and
attitudes about work and life. This assumption is typically false even when deal-
ing with people who share the same ethnic or cultural background. Ethnocentric
viewpoints combined with a standard set of cultural assumptions and practices
create a number of challenges for minority employees and leaders.

Unequal Expectations/Difference as Deficiency One significant problem in
many organizations is a mind-set that views difference as defi ciency or dysfunction. 7
A survey by Korn Ferry International found that 59 percent of minority managers
surveyed had observed a racially motivated double standard in the delegation of
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assignments. Their perceptions are supported by a study that showed minority
managers spend more time in the “bullpen” waiting for their chance and then
have to prove themselves over and over again with each new assignment. Another
recent study found that white managers gave more negative performance ratings
to African-American leaders and white subordinates and more positive ratings to

white leaders and African-American subordinates, affirming the widespread
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acceptance of these employees in their stereotypical roles. The perception
by many minorities is that no matter how many college degrees they earn, how
many hours they work, how they dress, or how much effort and enthusiasm they
invest, they are never considered to “have the right stuff.” One Hispanic executive,

in discussing the animosity he felt, said, “The fact that I graduated first in my

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