The Leader-Member Exchange (LMX) model of leadership has shown that effective leader-follower relationships predict employee well-being and performance. Less research, however, addressed how diversity variables may affect the development of leader-member exchange and outcomes. This book moves the field forward by addressing the 21st century challenges of how diversity may impact the development of effective working relationships. Key trends in the workforce suggest that the impact of diverse employees will challenge a leader's ability to develop effective working relationships with all direct reports. New frameworks are needed to understand how various groups such as women, Hispanics, African Americans, Millennials, LGBTQ, and persons with Autism Spectrum Disorder develop effective working relationships with their supervisors. This edited volume will bring together the top scholars in the field to address these segments of the workforce and offer practical advice for managers. This book will be used in college undergraduate and/or graduate level leadership classes. It might also be adopted for courses in managing diversity. Scholars will find the book a useful reference work. In addition, practicing managers will be interested in the implications of developing effective working relationships in diverse leader-member dyads.

There are numerous trends taking place around the world and especially in the U.S. with implications for organizations, the workplace, leaders, and supporting organizations like Human Resources. How organizations and their leadership react and proactively address these changes will be difference between positioning themselves for success in the future or for disappearing as other organizations have disappeared. The critically important issue of these trends is that they are occurring simultaneously. The trends consists of constant and consistent change driven by advancing technology, challenges with education with implications for a future workforce, an aging population and workforce, four generations in the workforce with a growing millennial workforce, changing expectations from the workforce with an emphasis on employee engagement, and leadership development opportunities. This perfect human capital storm addresses these very important and relevant issues in a succinct fashion while also providing some systemic recommendations for organizations and its leadership to consider as they work to differentiate themselves from their competition, to look to reinvent themselves, while also creating a great place to work in the 21st century. In addition, the book provides an assessment to use as a guide and to serve as a starting point for discussion and planning among the organization's leadership team for the organization.

There are numerous trends taking place around the world and especially in the U.S. with implications for organizations, the workplace, leaders, and supporting organizations like Human Resources. How organizations and their leadership react and proactively address these changes will be difference between positioning themselves for success in the future or for disappearing as other organizations have disappeared. The critically important issue of these trends is that they are occurring simultaneously. The trends consists of constant and consistent change driven by advancing technology, challenges with education with implications for a future workforce, an aging population and workforce, four generations in the workforce with a growing millennial workforce, changing expectations from the workforce with an emphasis on employee engagement, and leadership development opportunities. This perfect human capital storm addresses these very important and relevant issues in a succinct fashion while also providing some systemic recommendations for organizations and its leadership to consider as they work to differentiate themselves from their competition, to look to reinvent themselves, while also creating a great place to work in the 21st century. In addition, the book provides an assessment to use as a guide and to serve as a starting point for discussion and planning among the organization's leadership team for the organization.

The Leader-Member Exchange (LMX) model of leadership has shown that effective leader-follower relationships predict employee well-being and performance. Less research, however, addressed how diversity variables may affect the development of leader-member exchange and outcomes. This book moves the field forward by addressing the 21st century challenges of how diversity may impact the development of effective working relationships. Key trends in the workforce suggest that the impact of diverse employees will challenge a leader's ability to develop effective working relationships with all direct reports. New frameworks are needed to understand how various groups such as women, Hispanics, African Americans, Millennials, LGBTQ, and persons with Autism Spectrum Disorder develop effective working relationships with their supervisors. This edited volume will bring together the top scholars in the field to address these segments of the workforce and offer practical advice for managers. This book will be used in college undergraduate and/or graduate level leadership classes. It might also be adopted for courses in managing diversity. Scholars will find the book a useful reference work. In addition, practicing managers will be interested in the implications of developing effective working relationships in diverse leader-member dyads.