Line managers' perceptions of diversity management: insights from a social exchange theory perspective

Purpose Drawing on the social exchange theory, this study aims to explore line managers' perceptions of diversity management, as well their role and responsibilities in shaping implementing practices. The senior management's leadership support, it is perceived by managers, assisting them manage successfully also examined. Design/methodology/approach Semi-structured interviews with 51 managers across different sectors UK were conducted address following three research questions. First, how do perceive management? Second, what are actual roles practices' implementation? Third, interactions within organisation influence practices? Findings Line present high levels personal determination commitment towards supplemented a consensus strategic relation management. In addition, poor organisational values style identified; all highly related ability deliver results and, most importantly, form effective relationships workplace. Research limitations/implications Data included views but not perspectives, thus limiting identifying holistic impact exchanges relations. quantitative could test enhance generalisability existing findings. Practical implications Investing can positively results. Action required at level management support recognise critical enable apply promote Originality/value These findings theoretical gap relating evaluation played delivery further demonstrates an unexplored area literature.