Assume the role of a manager in the following scenario:
Your peer mentoring group for managers held its first meeting two weeks ago, during which you and other managers shared your thoughts on authenticity, equity, inclusivity, and how your values and beliefs have been shaped throughout your life. In last week’s meeting, your master mentor asked each member to use the thoughts and reflections from the first meeting to develop your personal code of ethics and to propose how your skills and abilities to influence positive social change. In this week’s meeting, the master mentor has asked you to summarize your findings from Week 9 – Part 1 and Week 10 – Part 2 into a concise and formal presentation with a script (speaker notes) that you could use to present these ideas to new managers when challenging them to think about and apply these concepts.
As you prepare your slide deck, be sure to cover all items outlined. Also be sure to incorporate references to appropriate academic sources from Week 9 and Week 10, such as those found in the Learning Resources or those in the Walden Library.
Authenticity, Equity, and Inclusivity (approximately 2–3 slides)
Create a profile of an authentic, equitable, and inclusive organization to present as an exemplar. You may use aspects of existing organizations you have researched or employ your creativity to illustrate what you would consider the ideal environment. Through your slide bullets and speaker notes, be sure to address the following:
· What is the organization's culture as it relates to authenticity, equity, and inclusivity?
· What are some aspects of managerial behaviors that reflect this culture?
· How does this culture impact the success of individuals and of the organization as a whole?
Full Answer Section
- Trust & Vulnerability: Leaders demonstrate vulnerability, admitting when they don't have all the answers, fostering an environment where all employees feel safe to bring their full selves to work.
- Valuing Diverse Perspectives: Every voice is heard and actively sought out. Decisions are made through collaborative processes that genuinely integrate different viewpoints and experiences.
Speaker Notes (Script):
"Let me paint a picture of what I consider an ideal authentic, equitable, and inclusive organization, which I'll call 'The Catalyst Collective.' Imagine a workplace where psychological safety is paramount. This means employees feel safe to take risks, voice concerns, and even admit mistakes without fear of punishment or humiliation. It’s a culture built on
radical transparency – open communication about challenges, successes, and decision-making processes, fostering deep trust between leadership and employees. Leaders don't just talk about trust; they model
vulnerability, showing that it's okay not to have all the answers. This isn't just a buzzword; it aligns with research by
Brown (2018) on the power of vulnerability in leadership. Furthermore, The Catalyst Collective doesn't just tolerate diversity; it actively seeks out and
values diverse perspectives. Every voice isn't just heard; it's genuinely integrated into decision-making, ensuring that innovative solutions arise from a rich tapestry of experiences."
Slide 3: Managerial Behaviors in "The Catalyst Collective"
Title: Leadership in Action: Managerial Behaviors
Bullets:
- Authenticity: Leaders model self-awareness and transparency, aligning words with actions. They show genuine care for employee well-being, not just performance.
- Equity: Fair and unbiased processes for opportunities, promotions, and conflict resolution. Proactive identification and removal of systemic barriers.
- Inclusivity: Active listening, empathy, and intentional creation of belonging. Leaders champion diverse talent and ensure equitable access to resources.
- Growth Mindset: Managers foster a culture of continuous learning and development for all.
Speaker Notes (Script):
"In The Catalyst Collective, managerial behaviors are a direct reflection of this deeply embedded culture. For
authenticity, managers don't just speak their values; they live them. They demonstrate profound
self-awareness – understanding their own biases and strengths – and act with transparency, ensuring their words and actions are consistently aligned. They genuinely care for their team members' holistic well-being, recognizing that performance is intrinsically linked to individual flourishing, as supported by
Shamir & Eilam (2005) on authentic leadership.
Regarding
equity, managers are meticulous about establishing
fair and unbiased processes. This means transparent criteria for promotions, equitable distribution of challenging assignments, and impartial conflict resolution. They are proactive in identifying and dismantling systemic barriers that might disadvantage certain groups, rather than waiting for issues to be raised.
Sample Answer
This presentation outlines my personal code of ethics as a manager and proposes how I leverage my skills to influence positive social change, drawing on reflections about authenticity, equity, inclusivity, and the shaping of my values. It's designed to challenge new managers to consider and apply these critical concepts.
Slide 1: Title Slide
Title: Cultivating Authentic, Equitable, and Inclusive Leadership: A Personal Commitment
Subtitle: Guiding Principles for New Managers
Speaker Notes (Script):
"Good morning everyone. I'm excited to share some insights with you today, drawing from our recent peer mentoring sessions. This presentation is about more than just theoretical concepts; it's about translating deeply held values into tangible leadership practices. We'll explore what it means to lead authentically, champion equity, and foster inclusivity, ultimately discussing how we, as managers, can drive positive social change within our organizations and beyond."
Slide 2: The Ideal: An Authentic, Equitable, and Inclusive Organization
Title: The "Catalyst Collective": A Model for A.E.I.
Bullets:
- Culture: A foundation of psychological safety, radical transparency, and mutual respect. Open dialogue is not just tolerated, but actively encouraged. Mistakes are viewed as learning opportunities, not failures.