n of macro- and micro cultural, racial, and ethnicity differences.
Whaley and Davis (2007) defined cultural capability as 'a set of problem solving skills that includes
The ability to identify and understand the dynamic inter play between heritage and adaptation dimensions in culture in shaping human behavior;
The ability to use the knowledge acquired about an individual's heritage and adaptation challenges to maximize the effectiveness assessment, diagnosis, treatment; and
Internalization of this process of recognition, acquisition, and use of cultural dynamics so that it can be normally applied to diverse groups'
The main conclusion of their analysis is that 'a compelling case can be made on socio-demographic, clinical, ethical, and scientific grounds for cultural competence in the delivery of services'
The goal of this particular issue is to offer more theoretical and useful resources that will add to greater efficiency of consultations when consultants, consultees, and client systems occupy diverse culture, race, and ethnicity. Specifically, this particularissue consists of five articles by P. Romney, D. Sue, F. Leong and J. Huang, S. E. Cooper(with contributions from K. Wilson-Starks, A. M. O'Roark, G. Pennington, and D.Peterson), and R. Thomas.
3.4 Whites versus Non-whites diversity race
Study on the leadership styles of black and white supervisors has created that black
Supervisors tend to use more consideration with both black and white subordinates than do White supervisors (e.g., Adams, 1978). White supervisors were found to use a more instruction leadership style, especially with black subordinates. Kipnis, Silverman, and Copeland (1973), for example, found that white supervisors in mixed situations reported using coercion (such as suspensions) more frequently with black subordinates than with white subordinates.
Some research on outranked satisfaction has found no differences among black- and white-led groups (e.g., Adams, 1978), but other study has found that black supervisors are rated more positively than white supervisors, by both white and black subordinates, on administrative support, emphasis on goals, and facilitation of work (Parker, 1976). In general, investigate on differences in
notes of subordinate satisfaction and insights of efficiency are scarce and in conclusive. Contrasting examines on women and men, where the result have been rather consistent, there is still much to be learned in studies of race and ethnic differences in leadership style and effectiveness.
A learn by Cox, Lobel, and McLeod (199 l), the behavior of Anglo-Americans compared to diverse groups (defined as one Anglo-American and three minority members) in solving the Prisoner's Dilemma. The minorities included African-Americans, Hispanics, and Asian-Americans. Cox et al. (199 1, p. 840) established that the all-Anglo groups selected 'the cooperative choice only 25 percent of the time compared to over 70 percent for the ethnically diverse groups.' These outcomes propose that leading ethnically diverse groups may place different demands on leaders than leading homogeneous, Anglo-American groups.
3.5 Effects of race and ethnicity on perceptions of leadership
The first set of study focuses generally on the questions of how the race-ethnicity of the leaders and/or of the
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