Primary and Secondary Dimensions of Diversity

Leadership
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Leadership
Primary and Secondary Dimensions of Diversity
Primary dimensions of diversity are age, sex, race, abilities, ethnicity, and sexual preference while secondary aspects are geographic location, military and job experience, family status, salary, religion, education, first language, role in an agency and level as well as communication and work style (Northouse, 2018). The primary dimensions are those dimensions of diversity that are visible and can be rarely changed. Fundamental aspects of diversity are also compelling in how they affect members of an agency or group. On the other hand, the secondary dimensions are changeable, less visible and have little impact on how they impact the lives of organizations and groups (Pillai, 2000). While the primary aspects of diversity are of extraordinary importance in how individuals integrate and socialize, secondary dimensions are of less importance and can be altered as individuals socialize.
Six Strategies a Leader can use to Respond to Out-group Members
A leader can respond to out-group members by listening, showing empathy, recognizing contributions, ensuring out-group members feel like part of the larger group, building a unique relationship with the out-group members and giving all members a voice and encouraging each team member to participate (Northouse, 2018). A leader should not only pay attention to what out-group members’ say but also be attentive to what they mean. A leader should set aside any biases and let all group members share their viewpoints freely. Similar to listening, a leader should be empathetic by suspending his feelings to understand the group members’ feelings. A leader should identify each person’s abilities and assets and integrate these contributions into the group’s process. Expressing appreciation to the out-group members and confirming that their ideas are creative and worthwhile keeps all the members motivated. Additionally, a leader can respond to out-group members by helping them feel included and building a special relationship through good communication, respect, and trust. Lastly, a leader should ensure out-group members have an equal footing with other group members and empower them by ensuring they participate in group activities.
A Real-life Example using the Six Strategies to Respond to Out-group Members
Out-group members are those individuals in a particular group who find themselves different from the other members of the group. Often, they identify themselves as part of the larger group. Out-group members feel unappreciated, left out, discriminated and do not fully participate in the group’s activity (Northouse, 2018). To make these members feel appreciated and part of the group leaders should respond to them.
For instance, in a board of trustees where all members are male apart from one female, there is a high likelihood the woman becomes an out-group member. The female can often ...