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Abstract
Rapidly shifting U.S. demographics are causing organizations to encounter increased demand to build culturally competent, inclusive workforces. Review of current literature and the authors' primary research suggests broad attitudinal and ideological shifts concerning the role of resistance in diversity and inclusion initiatives especially as it concerns responsibilities of transformational leaders. An alternative orientation around resistance is presented along with effective strategies for transformational leaders to anticipate, address and redirect fearbased behaviors in order to succeed in diversity and inclusion change initiatives.
Keywords: Leadership, diversity, change, equity, training, culture, and strategy
Race and gender disparities raise sensitive issues, consequently diversity and inclusion change initiatives often trigger unique reactions, behaviors and emotions, for and against (Gonzalez, 2010). Paradoxically, individual, group, and organizational resistance rather than being an obstacle may serve a critical role assuring change success.
The United States' workplace is undergoing rapid demographic change. According to the Bureau of Labor Statistics, over the next four years members of the Asian labor force is projected to more than double and Hispanics will account for about 80% of the total growth of the U.S. labor force. Growth of Black Americans to 2050 is projected to be 6.4 million. The White labor force is declining in comparison to those of other racial and ethnic groups (Bureau of Labor Statistics, 2015).
Companies with greater workforce diversity and inclusion have higher profits and increased innovation compared to those with a homogeneous workforce (Herring, 2009; Forbes, 2011; McKinsey, 2015). Regardless, organizations continue experiencing difficulties building inclusive cultures. Garr (2014) surveyed 250 North American companies and found that 71% aspire to have an inclusive culture where employees feel involved, respected and valued. However, only 11% reported having one in place.
While resistance in change management has been the focus of many studies (Coetsee, 1999; Hultman, 2003; Ford & Ford, 2008; Ford & Ford, 2009; Maurer, 1996; Piderit, 2000; Simoes and Esposito, 2014; Muo, 2014) little research has been done about the unique challenges and kinds of resistance encountered by transformational leaders in diversity and inclusion change initiatives. Our review of current literature and our own qualitative investigation reveals ways in which transformational leaders deploy resistance as a catalyst for change. Organization resistance is an employee's dispositional inclination to contest new developments...