Meeting the Leadership Challenge of a Diverse and Pluralistic Workplace: Implications of Self-Efficacy for Diversity Training
Meeting the Leadership Challenge of a Diverse and Pluralistic Workplace: Implications of Self-Efficacy for Diversity Training
复制标题
应对多元化工作场所的领导力挑战：自我效能对多元化培训的影响
DOI：
10.1177/107179190200800401
复制
发表时间：
2002
影响因子：
4.8
通讯作者：
Gwendolyn M. Combs
中科院分区：
文献类型：
--
作者：
Gwendolyn M. Combs
如何最大限度地扩大日益多样化的工作人员队伍和客户基础的效益，是组织领导层持续关注的问题。目前管理多样性的程序仍然是必要的，但不足以在21世纪世纪的组织环境中产生有效的结果。多样性培训仍然是促进行为改变的主要方法。然而，现有的多样性培训被认为是失败的，需要一个新的多样性领导的重点，以提高多样性的表现。本文提出应用支持自我效能感结构的研究来构建多样性自我效能感，弥合多样性训练与多样性绩效之间的差距。
Executive Summary Ways to maximize benefits of an increasingly diverse workforce and client base is a continuing concern for organizational leadership. The current processes for managing diversity continue to be necessary but are not sufficient to result in effective outcomes in 21st century organizational environments. Diversity training remains the primary method used to facilitate behavior change. However, existing diversity training is perceived to have failed, calling for a new diversity leadership focus to improve diversity performance. This paper proposes application of the research supporting the self-efficacy construct to build diversity self-efficacy and bridge the gap between diversity training and diversity performance.