Casey Mulqueen, PhD, is director of Research and Product Development at the TRACOM Group. His research interests are in the measurement of personality and behavioral styles across cultures. He can be reached at email@example.com.
Managers' Interpersonal Skills and Their Role in Achieving Organizational Diversity and Inclusiveness
Article first published online: 26 OCT 2012
Copyright © 2012 Bridgepoint Education, Inc. and Wiley Periodicals, Inc.
Journal of Psychological Issues in Organizational Culture
Volume 3, Issue 3, pages 48–58, October 2012
How to Cite
Mulqueen, C., Kahn, A. and Kirkpatrick, J. S. (2012), Managers' Interpersonal Skills and Their Role in Achieving Organizational Diversity and Inclusiveness. J of Psych Issues in Org Culture, 3: 48–58. doi: 10.1002/jpoc.21062
- Issue published online: 26 OCT 2012
- Article first published online: 26 OCT 2012
This study is an analysis of workplace dynamics specific to diversity and inclusiveness (DI) as it relates to managerial effectiveness. The findings illustrate a direct correlation between the interpersonal skills related to versatility and leveraging diversity to sustain an inclusive organizational culture. The authors found that people can have a variety of individual behavioral styles or backgrounds, yet the key element to managerial effectiveness and organizational transformation is the level of versatility that an individual possesses. Much like the findings for emotional intelligence, this study offers an important perspective on individual effectiveness, attitude, and behavior. Managers can learn to be more versatile. This study provides an important mechanism to measure and achieve organizational results through versatility and effectiveness.