Skip to main content
SpringerLink
Log in

Diversity und Inklusion als Führungsaufgabe

  • Living reference work entry
  • First Online:
Handbuch Globale Kompetenz

  • 1094 Accesses

Zusammenfassung

Globale Trends führen zu einer zunehmend vielfältigen Belegschaft in Bezug auf verschiedene Dimensionen, wie Alter, Geschlecht oder Herkunft. Diversity-gerechte Führung ist essenziell, um das Potenzial der entstehenden Diversity in Organisationen optimal zu nutzen und Risiken zu minimieren. Dieser Beitrag beleuchtet die Thematik des Diversity-Managements aus einer betriebswirtschaftlichen Perspektive. Ziel der D&I-Führung sind Veränderungen auf einer kulturellen und strukturellen Ebene der Organisation, die durch eine Veränderung in Verhaltens- und Denkmustern ergänzt werden, um Inklusion nachhaltig zu fördern. Das Kapitel zeigt auf, wie D&I-Maßnahmen erfolgreich eingesetzt werden, indem entsprechende Führungsansätze auf der bewussten und unbewussten Ebene, sowie Methoden für ein transparentes D&I-Reporting erläutert werden.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Institutional subscriptions

Similar content being viewed by others

Literatur

  • Bohnet, I. (2017). What Works – Wie Verhaltensdesign die Gleichstellung revolutionieren kann. München: C.H. Beck.

    Book  Google Scholar 

  • Bortini, P., Paci, A., Rise, A., & Rojnik, I. (2016). Incluive leadership – Theoretical framework. https://inclusiveleadership.eu/il_theoreticalframework_en.pdf. Zugegriffen am 20.11.2020

  • Bourke, J., & Titus, A. (2019). Why inclusive leaders are good for organizations, and how to become one. Harvard Business Review. https://hbr.org/2019/03/why-inclusive-leaders-are-good-for-organizations-and-how-to-become-one. Zugegriffen am 22.11.2020.

  • Buengeler, C., & Homan, A. (2016). Diversity in Teams: Was macht diverse Teams erfolgreich? In P. Genkova & T. Ringeisen (Hrsg.), Handbuch Diversity Kompetenz. Band 1: Perspektiven und Anwendungsfelder (S. 663–677). Wiesbaden: Springer.

    Chapter  Google Scholar 

  • Cox, T. (1993). Cultural diversity in organizations: Theory, research, and practice. San Francisco: Berret-Koehler.

    Google Scholar 

  • Crisp, R. J., & Nicel, J. K. (2004). Disconfirming intergroup evaluations: Asymmetric effects for in-groups and out-groups. The Journal of Social Psychology, 144(3), 247–271.

    Article  Google Scholar 

  • Dass, P., & Parker, B. (1999). Strategies for managing human resource diversity: From resistance to learning. Academy of Management Executive, 13(2), 68–80.

    Google Scholar 

  • Duhigg, C. (25. Februar 2016). What google learned from its quest to build the perfect team. New York Times Magazine.

    Google Scholar 

  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.

    Article  Google Scholar 

  • Edmondson, A. (22. Juni 2020). The role of psychological safety in diversity and inclusion. Psychology Today.

    Google Scholar 

  • Ferdman, B. M. (2017). Paradoxes of inclusion: Understanding and managing the tensions of diversity and multiculturalism. The Journal of Applied Behavioral Science, 53(2), 235–263.

    Article  Google Scholar 

  • Foster, C., & Harris, L. (2005). Easy to say, difficult to do: Diversity management in retail. Human Resource Management Journal, 15(3), 4–17.

    Article  Google Scholar 

  • Goller, I., & Laufer, T. (2018). Psychologische Sicherheit in Unternehmen – Wie Hochleistungsteams wirklich funktionieren. Wiesbaden: Springer Gabler.

    Book  Google Scholar 

  • Gratton, L., Voigt, A., & Erickson, T. (2007). Bridging faultlines in diverse teams. MIT Sloan Management Review, 48(4), 22–29.

    Google Scholar 

  • Gurin, P., Biren, N. A., & Lopez, G. E. (2004). The benefits of diversity in education for democratic citizenship. Journal of Social Issues, 60(1), 17–34.

    Article  Google Scholar 

  • Hanappi-Egger, E. (2012). Theoretical perspectives on diversity in organizations. In M. A. Danowitz, E. Hanappi-Egger & H. Mensi-Klarbach (Hrsg.), Diversity in organizations: Concepts and practices (S. 9–32). Basingstoke: Palgrave Macmillan.

    Chapter  Google Scholar 

  • Hartmann, I. (2018). Cultural Diversity in Spitälern – Inklusion von Mitarbeitenden unterschiedlicher Herkunft. Dissertation der Universität St. Gallen.

    Google Scholar 

  • Hearn, J., & Louvrier, J. (2016). Theories of difference, diversity, and intersectionality. In R. Bendl, I. Bleijenbergh, E. Henttonen & A. J. Mills (Hrsg.), The Oxford handbook of diversity in organizations. Oxford: Oxford University Press.

    Google Scholar 

  • Herbert, C. (2013). Unconscious bias and higher education. London: Equality Challenge Unit.

    Google Scholar 

  • IOM. (2020). World migration report 2020. Genf: International Organization for Migration.

    Google Scholar 

  • Jackson, S. E., & Joshi, A. (2011). Work team diversity. In S. Zedeck (Hrsg.), APA handbooks in psychology (S. 651–686). Washington, DC: American Psychological Association.

    Google Scholar 

  • Kelan, E. (2015). Linchpin – Men, middle managers and gender inclusive leadership. Bedford: Cranfield University – School of Management. https://30percentclub.org/assets/uploads/UK/Third_Party_Reports/Kelan_2014_MIddle_Managers_and_Gender_inclusion.pdf. Zugegriffen am 05.12.2020.

  • Lau, D. C., & Murninghan, J. K. (1998). Demographic diversity and faultlines: The compositional dynamics of organizational groups. Academy of Management Review, 23(2), 325–340.

    Article  Google Scholar 

  • Levy, R., & Sander, G. (forthcoming 2021). Institutionelle Verankerung der Geschlechterordnung in der Schweiz – eine lebenslauftheoretische Institutionen-Perspektive. In R. Abramowski, A. Hokema, I. Dingeldey, A. Schäfer & S. Scherger (Hrsg.), Geschlechterungleichheiten in Arbeit und Sozialstaat. Stagnation oder Dynamik? Frankfurt/New York: Campus.

    Google Scholar 

  • Miller, T., & Triana, M. (2009). Demographic diversity in the boardroom: Mediators of the board diversity-firm performance relationship. Journal of Management Studies, 46(5), 755–786.

    Article  Google Scholar 

  • Mohammed, S., & Angell, L. C. (2004). Surface- and deep-level diversity in workgroups: Examining the moderating effects of team orientation and team process on relationship conflict. Journal of Organizational Behavior, 25(8), 1015–1039.

    Article  Google Scholar 

  • Morgan, D. L. (1996). Focus groups. Annual Review of Sociology, 22, 129–152.

    Article  Google Scholar 

  • Nembhard, I. M., & Edmondson, A. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941–966.

    Article  Google Scholar 

  • Nishii, L. H. (2012). The benefits of climate for inclusion for gender-diverse groups. Academy of Management Journal, 56(6), 1754–1774.

    Article  Google Scholar 

  • Nkomo, S. (2013). Inclusion: Old wine in new bottles? In B. M. Ferdman & B. R. Deane (Hrsg.), Diversity at work: The practice of inclusion (S. 580–592). New York: Wiley.

    Google Scholar 

  • Pitts, D. (2007). Implementation of diversity management programs in public organizations: Lessons from policy implementation research. International Journal of Public Administration, 30, 1573–1590.

    Article  Google Scholar 

  • Player, A., Randsley de Moura, G., Leite, A. C., Abrams, D., & Tresh, F. (2019). Overlooked leadership potential: The preference for leadership potential in job candidates who are men vs. women. Frontiers in Psychology, 10, 755–769.

    Google Scholar 

  • Risberg, A., Beauregard, A., & Sander, G. (2012). Organizational implementation: Diversity practices and tools. In M. A. Danowitz, E. Hanappi-Egger & H. Mensi-Klarbach (Hrsg.), Diversity in organizations: Concepts and practices (S. 185–238). New York: Palgrave Macmillan.

    Chapter  Google Scholar 

  • Roberson, Q. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group & Organization Management, 31(2), 212–236.

    Article  Google Scholar 

  • Robinson, G., & Dechant, K. (1997). Building a business case for diversity. Academy of Management Executive, 11(3), 21–31.

    Google Scholar 

  • Romani, L., & Binswanger, C. (2019). Critical reflections on diversity management. In H. Mensi-Klarbach & A. Risberg (Hrsg.), Diversity in organizations (S. 303–330). London: Red Globe Press.

    Google Scholar 

  • Sander, G., & Hartmann, I. (2019). Diversity as strategy. In H. Mensi-Klarbach & A. Risberg (Hrsg.), Diversity in organizations: Concepts and practices (S. 182–212). London: Red Globe Press.

    Google Scholar 

  • Sander, G., Hartmann, I., Keller, N., & van Dellen, B. (2020a). Inklusion massgeschneidert fördern mit Mixed Methods. ZDfm – Zeitschrift für Diversitätsforschung und -management, 5(2), 182–187.

    Article  Google Scholar 

  • Sander, G., van Dellen, B., Hartmann, I., Burger, D., & Keller, N. (2020b). Inclusive leadership: Overcoming unconscious biases in HR decisions. In T. Tan, M. Gudic & P. M. Flynn (Hrsg.), Struggles and successes in the pursuit of sustainable development (S. 45–55). London: Routledge/PRME.

    Chapter  Google Scholar 

  • Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437–453.

    Article  Google Scholar 

  • Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Erhart, K. H., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262–1289.

    Article  Google Scholar 

  • Stangor, C. (2000). Stereotypes and prejudice: Essential readings. Philadelphia: Psychological Press.

    Google Scholar 

  • Stuber, M. (2009). Diversity – Das Potenzial-Prinzip. München: Luchterhand.

    Google Scholar 

  • Taylor, S. (1981). A categorization approach to stereotyping. In D. Hamilton (Hrsg.), Cognitive processes in stereotyping and intergroup behavior. London/New York: Psychology Press/Taylor and Francis Group.

    Google Scholar 

  • Thomas, D. A., & Ely, R. (1996). Making differences matter: A new paradigm for managing diversity. Harvard Business Review, 74(5), 79–90.

    Google Scholar 

  • Tresh, F., Steeden, B., Randsley de Moura, G., Leite, A. C., Swift, H. J., & Player, A. (2019). Endorsing and reinforcing gender and age stereotypes: The negative effect on self-rated leadership potential for women and older workers. Frontiers in Psychology, 10, 688–708.

    Google Scholar 

  • Zenger, J., & Folkman, J. (2016). The trickle-down effect of good (and bad) leadership. Harvard Business Review. https://hbr.org/2016/01/the-trickle-down-effect-of-good-and-bad-leadership. Zugegriffen am 10.12.2020.

Download references

Author information

Authors and Affiliations

  1. Universität St. Gallen, St. Gallen, Schweiz

    Gudrun Sander & Lena Rudat

  2. Universität St. Gallen, St. Gallen, Schweiz

    Nora Keller & Ines Hartmann

Authors
  1. Gudrun Sander
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Nora Keller
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Ines Hartmann
    View author publications

    You can also search for this author in PubMed Google Scholar

  4. Lena Rudat
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Gudrun Sander .

Editor information

Editors and Affiliations

  1. Fakultät für Wirtschafts- und Sozialwissenschaften, Hochschule Osnabrück, Osnabrück, Germany

    Petia Genkova

Rights and permissions

Reprints and permissions

Copyright information

© 2021 Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature

About this entry

Check for updates. Verify currency and authenticity via CrossMark

Cite this entry

Sander, G., Keller, N., Hartmann, I., Rudat, L. (2021). Diversity und Inklusion als Führungsaufgabe. In: Genkova, P. (eds) Handbuch Globale Kompetenz. Springer, Wiesbaden. https://doi.org/10.1007/978-3-658-30684-7_55-1

Download citation

  • DOI: https://doi.org/10.1007/978-3-658-30684-7_55-1

  • Received:

  • Accepted:

  • Published:

  • Publisher Name: Springer, Wiesbaden

  • Print ISBN: 978-3-658-30684-7

  • Online ISBN: 978-3-658-30684-7

  • eBook Packages: Springer Referenz Psychologie

Publish with us

Policies and ethics

Search

Navigation