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CHAPTER 11: DEVELOPING LEADERSHIP DIVERSITY 345
People at stage 1 see differences as a threat against their own comfortable
world view and frequently use negative stereotyping or express prejudicial atti-
tudes. Leaders at this stage of diversity awareness consider themselves successful
if their legal record is good. They may view women and minorities as a “prob-
lem” that must be dealt with. Typically, these leaders promote a few minorities
to executive-level jobs to meet legal requirements. At stage 2, people attempt to
minimize differences and focus on the similarities among all people. This is the
stage where unconscious and subtle bias is most evident, because people have
moved beyond openly prejudicial attitudes. Leaders don’t adequately recognize or
respond to the challenges minorities and women face in the organization. When
an individual moves to stage 3 of diversity awareness, he or she accepts cultural
differences and recognizes the validity of other ways of thinking and doing things.
Here, leaders become proactive and acknowledge that addressing issues of gender,
race, disability, and so forth is important not just for the minority employees but
for the health of the organization. They recognize that women and minorities can
bring needed insight into developing and marketing products for new customers,
so they look for ways to attract and retain high-quality minority employees. In
stage 3 organizations, more women and minorities make it to high-level positions,
and leaders begin providing diversity training to all employees.
When people reach stage 4, they are able to empathize with people who are
different from themselves and can comfortably shift from one cultural perspective
to another. Leaders at this stage make a strong commitment to broad equality and
community and rectify the undervaluation and underutilization of women and mi-
norities. Leaders make a genuine attempt to develop policies and practices that are
inclusive rather than exclusive. At stage 5 of diversity awareness, people are capable
of integrating differences and adapting both cognitively and behaviorally. It is at
this stage where leaders can create organizations that are gender- and color-blind.
All employees are judged on their competence, and stereotypes and prejudices are
completely erased. No group of employees feels different or disadvantaged.
Stage 5 represents the ideal leader and organization. Although it may seem
unreachable, many of today’s best leaders are striving to achieve this stage of diver-
sity awareness and acceptance. Each year, Diversity Best Practices and the Business
Women’s Network recognize top corporate leaders who show a deep commitment
to diversity and inclusion. In 2006, the top winner was Edward M.
Liddy, CEO of Allstate Insurance, described earlier in this chapter.
As a leader, you can advance to higher
Other 2006 winners included Reuben Mark of Colgate Palmolive, Action Memo
James Turley of Ernst & Young, Dale Gifford of Hewitt Associates, stages of diversity awareness and action.
Bob Nardelli, former CEO of Home Depot, Patricia Russo of Lucent You can commit to valuing diversity and
Technologies, Richard Parsons of Time Warner, and Steven Rogel of providing equal opportunities for everyone.
Weyerhaeuser Company. The commitment of top leaders is critical
74
to building organizations that embrace diversity in all aspects of the
business.

Personal Qualities for Leading Diverse People

To be more effective leading in diverse organizations, leaders can develop per-
sonal characteristics that support diversity. Four characteristics have been identi-
fi ed as important for inclusive leadership. 75
• A personal, long-range vision that recognizes and supports a diverse
organizational community. Leaders should have long-term plans to include
employees of various ethnic and cultural groups, races, ages, and so on at