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dc.contributor.authorHavenga, Werner
dc.contributor.authorLinde, Herman Max
dc.contributor.authorVisagie, Jan Christoffel
dc.date.accessioned2012-11-08T07:21:31Z
dc.date.available2012-11-08T07:21:31Z
dc.date.issued2011
dc.identifier.citationVisagie, J.C. et al. 2011. Leadership competencies for managing diversity. Managing global transitions, 9(3):225-247. [ http://www.fm-kp.si/zalozba/ISSN/1581-6311.htm] [www.mgt.fm-kp.si]en_US
dc.identifier.issn1581-6311
dc.identifier.issn1854-6935 (Online)
dc.identifier.urihttp://hdl.handle.net/10394/7738
dc.description.abstractThe new understanding of diversity involves more than increasing the number of different identity groups on the payroll. An important proposal is that the experience of diversity in an organisation results from pervasive styles of management. This article dealt with the specific paradigms of diversitymanagement and leadership style theory used to address the research problem in the empirical study, namely ‘Is diversity management experience related to leadership styles or competencies?’ The models of diversity and inclusion indicators are used to examine the experience of diversitymanagement. The population of this study into the experience of diversity management is two thousand six hundred and sixty nine (2669) respondents. Leadership styles were obtained from four hundred and forty (440) leaders. The Cronbach alpha values were determined in order to indicate internal validity and reliability.en_US
dc.language.isoenen_US
dc.publisherUniversity of Primorskaen_US
dc.subjectDiversity managementen_US
dc.subjectengaging leadership styleen_US
dc.subjectexperienceen_US
dc.subjectheroic leadership styleen_US
dc.subjectmanagementen_US
dc.subjectsymbolic interactionismen_US
dc.titleLeadership competencies for managing diversityen_US
dc.typeArticleen_US


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