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For over 30 years, organizations have engaged in programs to address the growing presence of diverse populations in their ranks, and researchers have attempted to identify and quantify a link between diversity and enterprise performance. The problem was a lack of understanding of how organizations benefit from increased diversity and the role of frontline managers in that process. The purpose of this phenomenological study was to address the research question aimed at the perceptions and lived experiences of frontline managers and to gain insights about how they are navigating the challenges of increased diversity to enhance their ability to produce high-performance outcomes. The three conceptual frames used were (a) diversity management, (b) managing people, and (c) team performance. The data collection process involved interviewing 12 frontline managers from a variety of industry sectors using a semistructured, conversational interviewing protocol. The open hand-coded analysis revealed patterns of thought and behaviors relating to managing individuals, managing the complexity of diversity, and managing diverse teams for high performance. The original concept of diversity management was in response to the growing diversity in the workplace and was intended to develop the capacity among managers to manage the resulting diversity mix. The study findings indicated that a common definition of diversity management is possible, that managing diversity requires a competence with all dimensions of diversity, and that there are a set of management skills that can yield better performance with teams of diverse composition. The results of my study can have positive impact on theory, practice, and general social acceptance of diversity.