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.
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Research Article
Managers' Interpersonal Skills and Their Role in Achieving Organizational Diversity and Inclusiveness
Article first published online: 26 OCT 2012
DOI: 10.1002/jpoc.21062
Copyright © 2012 Bridgepoint Education, Inc. and Wiley Periodicals, Inc.
Issue
Journal of Psychological Issues in Organizational Culture
Volume 3, Issue 3, pages 48–58, October 2012
Additional Information
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
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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.
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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.
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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.
Publication History
- Issue published online: 26 OCT 2012
- Article first published online: 26 OCT 2012
- Abstract
- References
- Cited By
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.