Evolving Role and Nature of Workplace Leaders and Diversity: A Theoretical and Empirical Approach

Blumer (1962) regarded the ‘many possibilities of uncertainty as inherent to the process of joint action.’ Joint action reflects the efforts of participants to work out the line of action in light of what they observe each other doing. Leadership appears to be approached from two fundamental perspectives: an organisational perspective (the influence that is exercised to change the direction of the organisation), and an individual task perspective (the influence that is directed at changing the work behaviour of an individual). In this article, it is suggested that the symbolic interaction of perspective integrates the two fundamental perspectives in that both perspectives require meaningful, reflexive integration and meaning, group membership, organisational role and experience. The evolving role of leaders to attract, retain and connect with a diverse workforce in a changing environment gives rise to interactive leadership competency requirements. This article suggests that managing diversity requires business leaders to adopt an approach to diversity management that is sensitive not only to race and ethnic differences, but also to the background and values of all individuals at work. The empirical study was done and four hundred and forty (440) leadership styles were measured in eleven (11) organisations. The study used the Hall and Hawker (1988) inventory leadership styles and a diversity questionnaire to measure diversity management experience.discrimination, diversity management, engaging leadership style, experience, heroic leadership style, management, transformational leadership

The prevalance of workplace bullying in a South African mining company

Previous studies have established that for some people a typical day at work starts with immense feelings of distress, anxiety and irritability caused by workplace bullying. Not only does bullying behaviour in the workplace have a negative impact on a person's professional life, but it is also detrimental to the effectiveness of the organisation. The study aims to investigate the prevalence and experiences of workplace bullying among employees in a mining company. A survey focusing on the perceived exposure to bullying and victimisation in the workplace was administered to a sample of 159 employees at a mine in Mpumalanga. The results revealed that more than a quarter of the participants reported that they had experienced workplace bullying. The study also found that line managers were exposed to more negative acts than senior managers. While those who only experience a brief spell of bullying behaviour at work survive their experience relatively unscathed, previous studies have indicated that others show significant physical and psychological effects. In conclusion, this study confirms concurrent research that workplace bullying is an actual occurrence, not only internationally but also in South Africa. This article provides an opportunity for employed people to recognise the nature and prevalence of workplace bullying in order to prevent it from becoming a silent epidemic. Employees and employers stand to benefit from gaining an understanding of this unique workplace phenomenonhttp://reference.sabinet.co.za/webx/access/electronic_journals/labour/labour_v36_n2_a5.pd