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|Title:||The Duality of an Atypical Leader in Diversity Management: The Legitimisation and Delegitimisation of Diversity Beliefs in Organizations|
|Other Titles:||The Duality of an Atypical Leader in Diversity Management: The Legitimisation and Delegitimisation of Diversity Beliefs in Organisations|
|Publisher:||British Academy of Management and John Wiley & Sons|
|Citation:||International Journal of Management Reviews, 2019, (19 pp.)|
|Abstract:||© 2019 The Authors. An atypical leader is often celebrated as an individual who is likely to support workforce diversity in organizations. Yet the verity of the assumption that an atypical leader will invariably promote workforce diversity remains underexplored. In this paper, we question this assumption and demonstrate the dualities of an atypical leader in legitimizing and delegitimizing workforce diversity. We define and examine the concept of atypicality among leaders, in terms of how they emerge, who they are (dispositions), what they say (discourses) and what they do (performative acts). We introduce a conceptual framework that maps out the emergence and constitution of an atypical leader, as well as their impact on diversity management within an organization. Our analysis incorporates the concept of habitus (class‐specific and reflexive), in order to reveal the dualities of an atypical leader which determine the management of diversity within an organization and cause continuity and change in diversity beliefs.|
|Appears in Collections:||Brunel Business School Research Papers|
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