title: Making sense of diversity’s complexity:  Leadership’s agency for diversity management

authors: Chua, Shireen Wei Yuin

abstract: This research examines leadership’s role in their organisation’s diversity management efforts. The management of a diverse workforce in today's organisations is becoming increasingly complex. It needs to go beyond considering not only the surface-level dimensions of diversity, but also the hidden and dynamic deep-level diversity dimensions in organisations, that are considered complex systems. Surface-level diversity dimensions include gender, age, race, ethnicity, and accessibility. Deep-level diversity dimensions are the hidden values, worldviews, personality, and experiences of individuals in organisations. In today's socio-cultural context, the heightened awareness and interest in matters relating to equity, diversity, and inclusion (EDI) is driving organisations to seek ways to address how to manage their diverse workforce that will unlock the benefits that diversity has promised. Diversity management approaches that only consider surface-level dimensions are no longer adequate. To unlock further the benefits of diversity consistently in organisations today, diversity management approaches must include deep-level diversity characteristics. This shifts diversity management approaches that have managed the various surface-level diversity characteristics to approaches of managing for diversity that require an organization-wide approach. Diversity management today requires the senior leadership team to play a strategic role. As organisations adopt a more holistic and systemic approach to their diversity management efforts, it requires the leadership to strategically manage their organization’s diversity management efforts. This goes beyond the diversity initiatives such as creating policies, initiatives, events and programs that celebrate diversity to  behaviours that foster a diverse and inclusive workplace. However, the strategic diversity leadership in their organisation's diversity management efforts has not been fully explored. This thesis seeks to explore two research questions. Firstly, it seeks to identify the factors that influence the three leadership dimensions of diversity management and the factors influencing the leadership’s strategic role in their organisation’s diversity management efforts. Secondly, it seeks to map the three leadership dimensions into an emergent model of leadership agency for diversity management. 
	Drawing from the literature review, three dimensions addresses leadership’s strategic inclusive leadership. Leadership accountability, leadership approach and leadership focus for diversity management describe different facets of the leadership’s strategic role. Central to addressing leadership’s strategic role is to further the understanding the factors that influence leadership in their organisation’s diversity management efforts. Leadership agency describes the capacity and authority of senior leadership team to influence, to make strategic decisions and take action to meet their organisation’s outcomes and goals. In the case of diversity management, leadership agency describes identifying and understanding the factors that influence leadership in their strategic inclusive leadership.  
The research questions of this study identified the factors influencing leadership agency in three dimensions of diversity across the different levels of the organisation. It also proposes an emergent model that maps an organisation's leadership agency for diversity management that provides a visual and practical model of leadership’s agency for diversity management. The study uses complexity theory as its theoretical base within an interpretive philosophical base and constructivist paradigm to examine leadership agency for diversity management. This research provides insights into leadership agency for diversity management in today's organisations through a multiple case study method. Using qualitative methodology, ten organisations participated in this research to determine leadership agency for diversity management. 
	This study makes original contributions by addressing the leadership’s strategic role in diversity management through the lens of complexity. It also contributes to the research into organisational diversity management theories by developing a practical emergent model that highlights the crucial role of leadership agency in achieving positive diversity management outcomes, especially addressing the complexity of diversity. The study uses a multilevel lens to explore how leadership approaches managing their diverse workforce. It proposes an emergent model of leadership agency for diversity management as a tool that can help organisations gauge their level of agency. This study underscores the importance of intercultural sensitivity development in future research on leadership’s agency for diversity management. Further theoretical development is necessary to enhance these findings' validity and reliability and identify leadership agency practices that support effective diversity management in organisations.

text: Making sense of diversity’s complexity:  Leadership’s agency for diversity management This research examines leadership’s role in their organisation’s diversity management efforts. The management of a diverse workforce in today's organisations is becoming increasingly complex. It needs to go beyond considering not only the surface-level dimensions of diversity, but also the hidden and dynamic deep-level diversity dimensions in organisations, that are considered complex systems. Surface-level diversity dimensions include gender, age, race, ethnicity, and accessibility. Deep-level diversity dimensions are the hidden values, worldviews, personality, and experiences of individuals in organisations. In today's socio-cultural context, the heightened awareness and interest in matters relating to equity, diversity, and inclusion (EDI) is driving organisations to seek ways to address how to manage their diverse workforce that will unlock the benefits that diversity has promised. Diversity management approaches that only consider surface-level dimensions are no longer adequate. To unlock further the benefits of diversity consistently in organisations today, diversity management approaches must include deep-level diversity characteristics. This shifts diversity management approaches that have managed the various surface-level diversity characteristics to approaches of managing for diversity that require an organization-wide approach. Diversity management today requires the senior leadership team to play a strategic role. As organisations adopt a more holistic and systemic approach to their diversity management efforts, it requires the leadership to strategically manage their organization’s diversity management efforts. This goes beyond the diversity initiatives such as creating policies, initiatives, events and programs that celebrate diversity to  behaviours that foster a diverse and inclusive workplace. However, the strategic diversity leadership in their organisation's diversity management efforts has not been fully explored. This thesis seeks to explore two research questions. Firstly, it seeks to identify the factors that influence the three leadership dimensions of diversity management and the factors influencing the leadership’s strategic role in their organisation’s diversity management efforts. Secondly, it seeks to map the three leadership dimensions into an emergent model of leadership agency for diversity management. 
	Drawing from the literature review, three dimensions addresses leadership’s strategic inclusive leadership. Leadership accountability, leadership approach and leadership focus for diversity management describe different facets of the leadership’s strategic role. Central to addressing leadership’s strategic role is to further the understanding the factors that influence leadership in their organisation’s diversity management efforts. Leadership agency describes the capacity and authority of senior leadership team to influence, to make strategic decisions and take action to meet their organisation’s outcomes and goals. In the case of diversity management, leadership agency describes identifying and understanding the factors that influence leadership in their strategic inclusive leadership.  
The research questions of this study identified the factors influencing leadership agency in three dimensions of diversity across the different levels of the organisation. It also proposes an emergent model that maps an organisation's leadership agency for diversity management that provides a visual and practical model of leadership’s agency for diversity management. The study uses complexity theory as its theoretical base within an interpretive philosophical base and constructivist paradigm to examine leadership agency for diversity management. This research provides insights into leadership agency for diversity management in today's organisations through a multiple case study method. Using qualitative methodology, ten organisations participated in this research to determine leadership agency for diversity management. 
	This study makes original contributions by addressing the leadership’s strategic role in diversity management through the lens of complexity. It also contributes to the research into organisational diversity management theories by developing a practical emergent model that highlights the crucial role of leadership agency in achieving positive diversity management outcomes, especially addressing the complexity of diversity. The study uses a multilevel lens to explore how leadership approaches managing their diverse workforce. It proposes an emergent model of leadership agency for diversity management as a tool that can help organisations gauge their level of agency. This study underscores the importance of intercultural sensitivity development in future research on leadership’s agency for diversity management. Further theoretical development is necessary to enhance these findings' validity and reliability and identify leadership agency practices that support effective diversity management in organisations.

year: 2024

title: Thawing permafrost alters nematode populations and soil habitat characteristics in an Antarctic polar desert ecosystem

authors: Smith, T. E.

subjects: cold desert

abstract: Spatial distribution of soil nematode populations in Antarctic terrestrial ecosystems is tightly controlled by environmental factors and thus highly sensitive to changes in soil properties. Increases in the magnitude and frequency of episodic warming events as well as eventual warming trends are likely to result in increased water availability due to glacial melting and permafrost thaw, and may also incite changes in soil physical and chemical characteristics that determine nematode habitat suitability. We hypothesized that climate warming would result in new suitable soil habitats leading to heightened diversity and activity in nematode communities. In order to test this hypothesis, we compared nematode populations in patches of soil wetted by naturally enhanced permafrost thaw versus adjacent soils unaffected by thaw. We found that thaw sites had significantly lower nematode abundances and living to dead ratios, contradicting our hypothesis. We also observed significantly altered soil texture (finer particle size), lower pH and higher salinity in permafrost seeps. These observations suggest that current and future changes in climate may alter soil properties and result in significant changes in nematode population structure, distribution and function.

text: Thawing permafrost alters nematode populations and soil habitat characteristics in an Antarctic polar desert ecosystem Spatial distribution of soil nematode populations in Antarctic terrestrial ecosystems is tightly controlled by environmental factors and thus highly sensitive to changes in soil properties. Increases in the magnitude and frequency of episodic warming events as well as eventual warming trends are likely to result in increased water availability due to glacial melting and permafrost thaw, and may also incite changes in soil physical and chemical characteristics that determine nematode habitat suitability. We hypothesized that climate warming would result in new suitable soil habitats leading to heightened diversity and activity in nematode communities. In order to test this hypothesis, we compared nematode populations in patches of soil wetted by naturally enhanced permafrost thaw versus adjacent soils unaffected by thaw. We found that thaw sites had significantly lower nematode abundances and living to dead ratios, contradicting our hypothesis. We also observed significantly altered soil texture (finer particle size), lower pH and higher salinity in permafrost seeps. These observations suggest that current and future changes in climate may alter soil properties and result in significant changes in nematode population structure, distribution and function.

year: 2012

title: Gendered geographies of resistance, resilience and reworking in Aotearoa feminist geography scholarship

authors: Adams-Hutcheson, Gail

abstract: Aotearoa New Zealand feminist geographies involve alliances of connected and vibrant researchers who pay close attention to the politics of knowledge production, power, intersectionality and decolonisation. Safe spaces to speak and write together have been nurtured over time ‘down under’ due to a collective politics of care and mentoring. This special issue demonstrates the strength of collective thinking on resistance, resilience and reworking contemporary geographical practice in Aotearoa. The four empirically based and theoretically informed articles develop new thinking about resistance to colonialism, patriarchy, racism, metricisation and oppression. These critical articles contribute to feminist geographical knowledges both locally and globally.

text: Gendered geographies of resistance, resilience and reworking in Aotearoa feminist geography scholarship Aotearoa New Zealand feminist geographies involve alliances of connected and vibrant researchers who pay close attention to the politics of knowledge production, power, intersectionality and decolonisation. Safe spaces to speak and write together have been nurtured over time ‘down under’ due to a collective politics of care and mentoring. This special issue demonstrates the strength of collective thinking on resistance, resilience and reworking contemporary geographical practice in Aotearoa. The four empirically based and theoretically informed articles develop new thinking about resistance to colonialism, patriarchy, racism, metricisation and oppression. These critical articles contribute to feminist geographical knowledges both locally and globally.

year: 2022-11-22