Managers' Interpersonal Skills and Their Role in Achieving Organizational Diversity and Inclusiveness

Authors

  • Casey Mulqueen PhD,

    1. TRACOM Group
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    • 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 cmulqueen@tracom.com.

  • Amy Kahn PhD,

    1. University of the Rockies
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    • Amy Kahn, PhD, the director of Diversity of the University of the Rockies, specializes in diversity and inclusion. She creates environments, from the classroom to corporate spaces, to enhance individual contribution, innovation, and organizational effectiveness. Dr. Kahn can be reached at amy.kahn@rockies.edu.

  • J. Stephen Kirkpatrick PhD

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    • J. Stephen Kirkpatrick, PhD, has devoted his career to industrial and organizational psychology, specializing in organizational development, coaching, teams, culture, and leading change. He has served both as an internal leader and an external consultant to scores of organizations. Dr. Kirkpatrick can be reached at threetwi@q.com.


Abstract

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.

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