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Diversity in the workplace has made significant progress in United States companies. Unfortunately, much of the apparent progress has been at the surface level of diversity (Hiller & Day, 2004), where readily visible characteristics identify people of varying genders, ages, ethnicity, and religions. What are needed are prescriptions, based on solid theory and research, that will allow the deep-level diversity to transform well intentioned affirmative action programs from their old reliance on surface-level diversity to a new reliance on deep-level diversity. It is our hope that this volume will stimulate the scholarly activity needed to make progress toward the above stated goal of making deep-level diversity the benchmark of human progress in the workplace.
Chapter 1. Role Making Onto the Starting Work Team Using LMX Leadership: Diversity as an Asset; George B. Graen
Chapter 2. LMX and Teamwork: The Challenges and Opportunities of Diversity; Nathan J. Hiller & David V. Day.
Chapter 3. Organizational and Social Influences on Leader-Member Exchange Processes: Implications for the Management of Diversity; Ceasar Douglas, Gerald R. Ferris, M. Ronald Buckley, & Michael J. Gundlach.
Chapter 4. Leadership Development in the Context of Diversity; S. Gayle Baugh, Terri A. Scandura, & Claudia C. Cogliser.
Chapter 5. The Narrative Basis of Leader-Member Exchange; Gail T. Fairhurst & Stephanie Rhea Hamlett.
Chapter 6. Interpersonal Workplace Theory at the Crossroads: LMX and Transformational Theory as Special Cases of Role Making in Work Organizations; George B. Graen.
Chapter 7. The New Conduct of Business: How LMX Can Help Capitalize on Cultural Diversity; Diane M. Sullivan, Marie S. Mitchell, & Mary Uhl-Bien.
Chapter 8. LMX and Organizational Citizenship Behaviour: Examining the Links Within and Across Western and Chinese Samples; Rick D. Hackett, Jiing-Lih Farh, Lynda J. Song & Laurent M. Lapierre.