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Leadership, Equality and Diversity

Module description

Module aims - intentions of the module

The aims of this module are to introduce you to key concepts and theoretical perspectives in the analysis of equality and , diversity and in leadership; to enable you to gain a better understanding of contemporary issues and challenges for implementing inclusive leadership and to promote equality and diversity; and to provide you with the ability to examine the challenges and barriers related to gender, race and other types of diversity towards making leadership more inclusive.

Intended Learning Outcomes (ILOs)

ILO: Module-specific skills

On successfully completing the module you will be able to...

• 1. Demonstrate an in-depth knowledge of the most significant trends and reforms promoting inclusive leadership
• 2. Critically evaluate examples of success and failures in making leadership more inclusive

ILO: Discipline-specific skills

On successfully completing the module you will be able to...

• 3. Critically analyse primary and secondary source material and apply theoretical argument
• 4. Link concepts and theories to real world examples, and then evaluate, synthesise or critique those concepts and theories
• 5. Evaluate government, corporate and international organisations’ publication

ILO: Personal and key skills

On successfully completing the module you will be able to...

• 6. Present, evaluate and synthesise complex arguments effectively in writing
• 7. Engage constructively in complex discussions and debates
• 8. Develop autonomous learning skills, notably self-direction and time management

Syllabus plan

Drawing on research on inclusive leadership and equality policy, the module assesses and challenges theoretical foundations through the comparative examination of a range of contemporary issues in the promotion of equality and diversity in leadership.

Whilst the module’s precise content may vary from year to year, it is envisaged that the syllabus will cover some or all of the following theoretical discussions and case studies:

• What is Leadership?
• What is an inclusive leadership? And how does it fit into the perspective of a “good government”?
• How can equality and diversity can be conceptualised and implemented?
• What are the pathways towards inclusive leadership?
• What are the opportunities, challenges and barriers for inclusive leadership?
• What is the potential impact of an inclusive leadership?

This module is taught in an intensive format over 3 weeks: 1 week of preparation and 2 weeks of teaching

Learning activities and teaching methods (given in hours of study time)

Details of learning activities and teaching methods

Formative assessment

Summative assessment (% of credit)

Details of summative assessment

Details of re-assessment (where required by referral or deferral)

Indicative learning resources - Basic reading

Alvesson, M. and Y. D. Billing (2009). Understanding Gender and Organizations . Sage.

Baxter, J. and W. O. Wright (2000). “The glass ceiling hypothesis: A comparative study of the United

States, Sweden, and Australia”, Gender & Society 14: 275-294.

Broadnax, W. (2010). “Diversity in Public Organizations: A Work in Progress”, Public Administration Review

Davis L. E. (2016). Why are they angry with us? Essays on race . Chicago: Lyceum Books.

Dworkin A.G. and Dworkin R. J. (1999). The minority report: An introduction to racial, ethnic and gender relations . New York: Harcourt & Brace.

Foldy E. G. (2004). “Learning from Diversity: A Theoretical Exploration”, Public Administration Review 64(5): 529-38.

Garcia, J. A. (2014), “The Obama Factor and Pan-Minority Coalitions?”, Politics, Groups, and Identities 2(3): 491-499.

Gemmil, G. and J. Oakley (1992). “Leadership: An Alienating Social Myth?” Human Relations 45(2): 113-129.

Kimmel M.S. and A. L. Ferber (2017). Privilege: A Reader . Boulder: Westview Press.

Lawless J. L. and Richard L. Fox (2010). It Still Takes a Candidate: Why Women Don’t Run for Office . New York: Cambridge University Press.

Mansbridge, J. (2003). “Rethinking Representation”, American Political Science Review 97(4): 515-528.

O’Brien D. Z. and J. Rickne (2016), “Gender Quotas and Women’s Political Leadership”, American Political Science Review 110(1): 112-126.

Opstrup, N. and A. Villadsen (2015). “The Right mix? Gender Diversity in Top Management Teams and Financial Performances”, Public Administration Review 75: 291-301.

Rhode, D. L. (ed.) (2003). The Difference “Difference” Makes: Women and Leadership . Stanford: Stanford University Press.

Riccucci, N. (2002). Managing Diversity in Public Sector Workforces . Boulder: Westview Press.

Sabharwal, M. I. Hijal-Moghrabi and M. Royster (2014). “Preparing Future Public Servants: Role of Diversity in Public Administration”, Public Administration Quarterly 38: 206-245.

Schachter, H. L. (2017). “Women in Public Administration: Giving Gender a Place in Education for Leadership”, Administration & Society 49(1): 143-158.

Selden, S.C. and F. Selden (2001). “Rethinking diversity in public organizations for the 21th century: Moving towards a multicultural model”, Administration & Society 33: 303-329.

Tower L. E. and M. G. Alkadry (2008). “The Social Costs of Career Success for Women”, Review of Public Personnel Administration 28(2): 144-165.

Van Wart, M. and L. Dicke (2008). Administrative Leadership in the Public Sector . Armonk: M.E. Sharpe.

Wilkins, V. M. and B. N. Williams (2008). “Black of Blur: Racial Profiling and Representative

Bureaucracy”, Public Administration Review 68(4): 654-664.

Yoder, J. (2001). “Making Leadership work more effectively for women”, Journal of Social Issues 57: 815-828.

Key words search

Public administration, equality, diversity, leadership, inclusiveness, gender, minority, race