Managing change: role of leadership and diversity management

Abstract

Purpose The lived paid work experiences of two women (a European Canadian-born and a South Asian immigrant) demonstrate how low-quality leader–member exchanges and poor diversity management negatively influence employees' health, job satisfaction and retention during a period of major organizational change. Design/methodology/approach This paper combined a narrative case study with auto ethnography to examine the lived paid work experiences of the two female authors and identify common patterns of meaning within the data. Findings The analysis of personalized accounts demonstrate the damaging results of a failed change management initiative when leaders did not follow an organizational change model and used an authoritarian leadership style. Further, the low-quality leader–member exchanges and poor diversity management reduced authors' feelings of inclusion and negatively impacted their emotional and physical health, job satisfaction, and retention. Research limitations/implications New knowledge gained about leader–member exchange and diversity management has implications not only for leaders, but also human service managers. The data represents the authors' two perspectives, constraining generalizability. Larger samples of employees' narratives from diverse cultural/work backgrounds would be valuable to inform organizational change. Practical implications The paper provides practical reasons for leadership training and skill development in change management models. Social i…