MSL 6000, Psychological Foundations of Leadership 1 Course Learning Outcomes for Unit VIII Upon completion of this unit, students should be able to: 1. Summarize the major psychological foundations of leadership. 2. Assess influence tactics used by leaders. 3. Appraise how leadership behaviors and situational factors can affect leadership success. 5. Differentiate among various leader types. 6. Examine the characteristics a leader needs to achieve organizational objectives. Course/Unit Learning Outcomes Learning Activity 1 Unit Lesson Chapter 11 Unit VIII Final Paper 2 Unit Lesson Chapter 11 Unit VIII Final Paper 3 Unit Lesson Chapter 11 Unit VIII Final Paper 5 Unit Lesson Chapter 11 Unit VIII Final Paper 6 Unit Lesson Chapter 11 Unit VIII Final Paper Reading Assignment In addition to a physical copy of the textbook, each unit contains the eTextbook version of the assigned reading chapters. If preferred, click on Unit VIII in the course navigation menu to access the online version of the assigned chapters. Chapter 11: Developing Leadership Diversity, pp. 327–350 Unit Lesson Unit VIII concludes our discussion on the psychological foundations of leadership by focusing on developing leadership diversity. The goal of this unit is to provide you with a better understanding of the challenges leaders face when employing a diverse team. Leaders in today’s multicultural work environment must be keenly aware of the diversity issues that may arise in an organization. Leaders must understand and work toward reducing the difficulties faced by minorities on their teams. Leaders should not only support but also encourage diversity within an organization. As you work through the material in this unit, consider the role cultural values and attitudes play in determining how a leader might address cultural and ethnic backgrounds in a workplace setting. Leadership Diversity The demographics of the work force are constantly changing, and this has led to expanding attitudes on workforce diversity. Workforce diversity is “a workforce made up of people with different human qualities or UNIT VIII STUDY GUIDE Diversity, Influence, and Power MSL 6000, Psychological Foundations of Leadership 2 UNIT x STUDY GUIDE Title who belong to various cultural groups” (Daft, 2018, p. 329). This diverse workforce not only creates more opportunities to develop employees but also is the foundation for business, interpersonal, and organizational relations. It is imperative that a leader develops a solid base of diverse talent. Rapid globalization is leading to lightning-speed changes in organizations. This places more pressure on leaders to ensure they have a diverse workgroup along with an inclusive corporate culture. Daft (2018) states that 39% of the United States’ population now falls under the minority category. Today’s leaders must focus on relationship building a ...

1. MSL 6000, Psychological Foundations of Leadership 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
1. Summarize the major psychological foundations of
leadership.
2. Assess influence tactics used by leaders.
3. Appraise how leadership behaviors and situational factors can
affect leadership success.
5. Differentiate among various leader types.
6. Examine the characteristics a leader needs to achieve
organizational objectives.
Course/Unit
Learning Outcomes
Learning Activity
1
Unit Lesson
Chapter 11
Unit VIII Final Paper
2
Unit Lesson

2. Chapter 11
Unit VIII Final Paper
3
Unit Lesson
Chapter 11
Unit VIII Final Paper
5
Unit Lesson
Chapter 11
Unit VIII Final Paper
6
Unit Lesson
Chapter 11
Unit VIII Final Paper
Reading Assignment
In addition to a physical copy of the textbook, each unit
contains the eTextbook version of the assigned
reading chapters. If preferred, click on Unit VIII in the course
navigation menu to access the online version of
the assigned chapters.
Chapter 11: Developing Leadership Diversity, pp. 327–350
Unit Lesson
Unit VIII concludes our discussion on the psychological
foundations of leadership by focusing on developing
leadership diversity. The goal of this unit is to provide you with

3. a better understanding of the challenges
leaders face when employing a diverse team. Leaders in today’s
multicultural work environment must be
keenly aware of the diversity issues that may arise in an
organization. Leaders must understand and work
toward reducing the difficulties faced by minorities on their
teams. Leaders should not only support but also
encourage diversity within an organization. As you work
through the material in this unit, consider the role
cultural values and attitudes play in determining how a leader
might address cultural and ethnic backgrounds
in a workplace setting.
Leadership Diversity
The demographics of the work force are constantly changing,
and this has led to expanding attitudes on
workforce diversity. Workforce diversity is “a workforce made
up of people with different human qualities or
UNIT VIII STUDY GUIDE
Diversity, Influence, and Power
MSL 6000, Psychological Foundations of Leadership 2
UNIT x STUDY GUIDE
Title

4. who belong to various cultural groups” (Daft,
2018, p. 329). This diverse workforce not only
creates more opportunities to develop
employees but also is the foundation for
business, interpersonal, and organizational
relations.
It is imperative that a leader develops a solid
base of diverse talent. Rapid globalization is
leading to lightning-speed changes in
organizations. This places more pressure on
leaders to ensure they have a diverse
workgroup along with an inclusive corporate
culture. Daft (2018) states that 39% of the United States’
population now falls under the minority category.
Today’s leaders must focus on relationship building and
inclusion. Leaders should concentrate on building
integrated communities through affinity groups based on social
identity such as gender or race and finding
ways to support these groups within their organizations. Keep in
mind the ultimate goal for the leader is to
encourage, support, respect, and collaboratively bind together a
team to attain and fulfill an organization’s
goals, objectives, and purpose.
To be an effective leader, you have to learn how to lead people
who are different from you. Chances are, you
will not lead a team that consists of people who are exactly like
you. Not everyone will be motivated by the
same factors or feel appreciated in the same way. Some people
will respond well to positive affirmations such
as being told they are doing a great job; others might expect
some type of compensation or reward for their
efforts. The table below illustrates the myriad of ways people
differ, such as their race, gender, lifestyle,

5. competency level, or nationality (Daft, 2018, p. 330). The
cultural values of many organizations do not actively
support or even value diversity, which adds another challenge to
a leader’s ability to manage a diverse
workforce.
Traditional Diversity: Inclusive Diversity:
Differences that are immediately observable All the ways in
which people may differ
Age Race Race Parent
Gender Pay Level Gender Language
Disability Lifestyle Lifestyle Work Style
Pay Level Military Experience
Function Position
Competency Nationality
Income Personality
(Daft, 2018, p. 330)
As demographics and workplace values shift, leaders’ attitudes
toward diversity also need to expand.
Companies are likely dealing not only with a diverse employee
group but also with a diverse customer base.
Leaders should focus on creating an inclusive environment for
both their employees and their clients. This
environment should be one where people feel respected and
valued. This requires research, planning, and
buy-in at all levels of the organization. It is a natural tendency
to focus on ethnocentrism, or the idea that our
own beliefs are superior to others (Daft, 2018). Overcoming
stereotypes and preconceived prejudices is not
easy and is something that most leaders will have to address to

6. some degree.
Workforce Diversity:
A workforce made up of people
with different human qualities or
who belong to various cultural
groups
MSL 6000, Psychological Foundations of Leadership 3
UNIT x STUDY GUIDE
Title
One specific type of bias is the idea of a glass
ceiling. This is the invisible barrier that limits
women and minorities from attaining leadership
positions (Daft, 2018). While still
underrepresented, women and minorities have
made great strides in making cracks in the glass
ceiling. Indra Nooyi, the CEO of PepsiCo, is an
example of a woman who has broken through the
glass ceiling barrier to be a respected, world-
renowned leader. Some organizations have
made a concentrated effort to help minorities and
women succeed in leadership positions. For
example, companies can employ leadership
development programs with the aim of promoting

7. and supporting minorities into leadership
positions within their organization. Exhibit 11.3 in
your textbook compares the leadership qualities
of men and women, as rated by subordinates.
Women score high in idealized influence,
intellectual stimulation, extra effort, and employee
satisfaction. Women tend to emphasize a
consensual and collaborative leadership process
that focuses on inclusion and relationship
building (Daft, 2018).
In today’s multicultural environment, successful leaders will be
those who are flexible and adaptable. Cultural
intelligence (CQ) refers to a leader’s ability to “use reasoning
and observation skills to interpret unfamiliar
gestures and situations and devise appropriate behavioral
responses” (Daft, 2018, p. 344). A leader who
develops a high CQ will be able to adapt to new situations
quickly. Cultural intelligence requires leaders to
focus on cognitive, emotional, and physical components all at
once in order to successfully lead their
culturally diverse team.
Diversity is a fact of life in 21st-century leadership.
Organizations need to not only recognize but embrace a
diverse workforce. A diverse work force will help an
organization build lasting relationships with a diverse
customer base. The ultimate goal of a diverse leader is to build
an organization that is inclusive, supportive,
and focuses on mutual respect.
Influential Leadership
All leaders have the ability to influence their followers. There
is no single right approach to leading others that
applies to every situation. Leading a diverse team can challenge

8. a leader’s ability to balance adapting to the
needs of each team member while also embracing their
differences. An influential leader working with diverse
followers must focus on inclusion and collaboration of his or
her varied team. The leader will need to focus on
building trust and encouraging individuals to feel comfortable
expressing their opinions even if they differ from
the status quo.
Indra Nooyi at the World Economic Forum in 2008
(World Economic Forum, 2008)
MSL 6000, Psychological Foundations of Leadership 4
UNIT x STUDY GUIDE
Title
Four Kinds of Influential Leadership
A leader’s style and
characteristics are influenced by
several factors and dimensions.
Influential leadership is
categorized as either
transformational, charismatic,
coalitional, or Machiavellian
(Daft, 2018). An organization’s
vision, strategy, and culture lay in

9. the hands of the transformational
leader. To transform is to
change, and leaders may find
themselves tasked with changing
the organization and the mindset
of the followers within the
organization. It is important to
note that transformational
leadership is a characterization
and differs from transactional
leadership, which is a process. Transformational leaders can
easily inspire others to see beyond self-
gratification and work toward the overall good of the
organization (Daft, 2018). Many CEOs and entrepreneurs
are transformational leaders due to their aggressiveness and
determination.
Charismatic leaders are personable and motivate people to go
above and beyond what they would normally
do. These leaders create an acceptance of change, inspiration,
and hope. Their followers are persuaded by
influence and want to be a part of this type of leader’s
environment (Daft, 2018). Many politicians are
charismatic leaders and are portrayed as approachable through
verbiage, tone, and delivery. Mahatma
Gandhi, John F. Kennedy, and Martin Luther King, Jr. are
examples of charismatic leaders.
Coalitional leaders involve developing a group of individuals
who share a common interest. These types of
leaders are unique due to their ability to collectively gather
commonalities that bring forth strengths in a group
and parlay opportunities among members to work together
toward the goals that will better the organization.
Listening is a strong characteristic of this type of leader and is

10. useful when recruiting and engaging diverse
team members (Daft, 2018).
Machiavellian-style leaders focus more on acquiring individual
power than on collaborating with others.
Ruthlessness, to the point of being almost vindictive,
characterizes this type of leader’s behavior.
Machiavellian leaders are not primarily focused on the
betterment of the group but more on their own
personal agenda. They will eagerly cause distress among
colleagues and are difficult personalities to work
with (Daft, 2018). Joseph Stalin is an example of a
Machiavellian leader.
In today’s diverse work organizations, successful leaders
typically work on a swinging continuum of hard and
soft power, adapting their leadership style based on the
situation at hand. Leaders wear many different hats
each day and may find themselves adapting pieces of various
leadership styles and strategies for each
employee and each situation that presents itself.
As we conclude our study of the psychological foundations of
leadership, consider that the key element to
understanding the psychology of leadership is to recognize that
leadership should be flexible. In the beginning
of the course, we compared the leadership styles of Walt
Disney, founder of Walt Disney Corporation (WDC),
and Disney’s current leader, Robert Igor. Many wanted Igor to
be just like Walt Disney in regard to creativity
and leadership. Igor knew he lacked the levels of creativity that
Disney portrayed. Instead of trying to emulate
Disney’s leadership style (which worked in the past), Igor
evaluated the leadership needs of the current
company and concluded that successful leadership of WDC in
the 21st century would require a different path.

11. Igor and Disney’s goals were similar as they both wished to
grow the company in alignment with their mission
of being the world’s leading producer of entrainment, but their
approach to accomplishing this was different.
The U.S. population, workforce, and customers are changing,
and it can be difficult for leaders to keep up with
the changing demands. The ultimate goal of 21st century leaders
is for organizations to meet the needs of all
Transformational
Leadership
Charismatic
Leadership
Coalitional
Leadership
Machiavellian-
Style Leadership
(Daft, 2018)
MSL 6000, Psychological Foundations of Leadership 5
UNIT x STUDY GUIDE
Title
stakeholders by being flexible, resilient, focused on the mission

12. and objectives of the organization, and
embracing change.
References
Daft, R. L. (with Lane, P. G.). (2018). The leadership
experience (7th ed.). Boston, MA: Cengage Learning.
World Economic Forum. (2008). Indra Nooyi - World economic
forum annual meeting Davos 2008
[Photograph]. Retrieved from
https://commons.wikimedia.org/wiki/File:Indra_Nooyi_-
_World_Economic_Forum_Annual_Meeting_Davos_2008.jpg
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in
their course of study. You are not required to
submit these to your instructor but are encouraged to keep a
copy for your personal files. If you have
questions, contact your instructor for further guidance and
information.
Apply the Concepts: Take the Self-Assessment!
Congratulations on making it to Unit VIII! This unit focuses on
leadership diversity and cultural intelligence. To
gain some insight into your ability to relate work effectively
across cultures, take the Chapter 11 Self-
Assessments. Click on Unit VIII in the course navigation menu,
and then click on Nongraded Learning
Activities.

13. Course Learning Outcomes for Unit VIIIReading
AssignmentUnit LessonLeadership DiversityInfluential
LeadershipDiversity, Influence, and PowerLearning Activities
(Nongraded)Apply the Concepts: Take the Self-Assessment!