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The end of diversity: How leaders make differences really matter
Author(s) -
Davidson Martin N.
Publication year - 2012
Publication title -
leader to leader
Language(s) - English
Resource type - Journals
eISSN - 1531-5355
pISSN - 1087-8149
DOI - 10.1002/ltl.20023
Subject(s) - diversity (politics) , power (physics) , key (lock) , public relations , margin (machine learning) , political science , sociology , law , computer science , computer security , machine learning , physics , quantum mechanics
Leaders who recognize the importance of diversity but treat it as a separate topic are not getting the full power of the concept, according to Davidson. The key is what he refers to as “Leveraging Difference.” He poses a provocative question: “What if the most important leadership activity was to catalyze diversity, not just manage it?” Leaders thus become emboldened to re‐vision everything they do. Such leaders connect to people who are different from them—those who may be considered informal leaders, or what he refers to as “leaders from the margin.”