Influence race, ethnicity and gender attributes in the exercise of leadership
Gender, race, and ethnicity have a great influence on how a given leader exercises his or her leadership. These social identities of leaders are likely to influence the behaviors and identity of leaders, and how the execute their mandates (Chin, 2013). The minority groups of people are negatively perceived as leaders. In fact, studies have shown that beliefs concerning leadership are perceived as associated with the cultural beliefs and values, and the social context or cultural background of the perceiver (Chin, 2013). Good leadership will, therefore, be defined differently as cultural backgrounds change. The leaders from these minority groups embrace diversity leadership, though some differences between the groups exist. The values that they endorse reflect their cultural settings. These diverse leaders believe that their social identities dictate how they perform in their roles (Chin & Trimble, 2014). A Native American leader, for example, would enjoy their orders being appropriately followed. Asian leaders endorse collectivism and individualism, while women leaders would also want collective orientations (Sanchez-Hucles & Davis, 2010). A black American leader would engage in innovative actions while endorsing an informal setting. In short, these minority groups exercise their leadership duties based on their cultural orientations (Chin & Trimble, 2014).
Difference of leadership experiences of women, non-White or homosexual leaders from that of heterosexual White men
Leadership experiences of women, non-White or homosexual leaders differ with that of heterosexual White men (Sanchez-Hucles & Davis, 2010). These groups have a feeling that they belong to a group that assumes the minority status (Chin, 2013). Unlike the white men, they feel challenges that are attached to the gender, race, or ethnic-based stereotypes. As such, a lot of energy is put in trying to prove their capacities. They have to fit in leadership situations that usually demand skills and roles that are not well prescribed in their cultural settings (Chin, 2013). Another difference between these diverse leaders is that they have to fight their way up to the leadership using personal resources. Additionally, their coping mechanisms seem stronger, and this explains their ability to rise up the ladder of leadership (Chin & Trimble, 2014). They are also high-performing and self-determined leaders, who like collectiveness in leadership as compared to white men.
References
Chin, J. L. (2013). Diversity leadership: Influence of ethnicity, gender, and minority status. Open Journal of Leadership, 2(01), 1-10.
Chin, J. L., & Trimble, J. E. (2014). Diversity and leadership. Sage Publications.
Sanchez-Hucles, J. V., & Davis, D. D. (2010). Women and women of color in leadership: Complexity, identity, and intersectionality. American Psychologist, 65(3), 171-182.
