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The Key to Inclusive Leadership
Abstract
Evaluating the differential impact of inclusive leadership capabilities
... These behaviours include supporting team members, ensuring justice and equity on the team, and utilizing unique talents and perspectives [7]. Inclusive leadership is linked to creativity and innovation in teams [8,9] and leverages diverse thinking [10], making it an ideal style in engineering fields. These leadership practices weave authenticity and a sense of self into processes [6], humanizing the increasingly technological world. ...
... Inclusive leaders are those who create space for personal connection and are able to understand and recognize bias [10]. By engaging in open reflection of their own personal bias and displaying empathy and humility, a leader can establish their own positionality and reassure team members that they will be heard and valued [10]. ...
... Inclusive leaders are those who create space for personal connection and are able to understand and recognize bias [10]. By engaging in open reflection of their own personal bias and displaying empathy and humility, a leader can establish their own positionality and reassure team members that they will be heard and valued [10]. When this process is encouraged among others, it fosters the ethic of reciprocity [11] and promotes dialogue in the team. ...
Growing diversity in engineering projects and teams calls for leaders who can put inclusion at the forefront. To enter the workforce ready to be effective, inclusive leaders, engineering students must be equipped with the necessary interpersonal skills and well versed in applied principles of equity, diversity, and inclusion. The E-IDEA Teamwork Initiative has developed a pedagogy integrating inclusive leadership practices into technical engineering courses through a series of skills-based workshops. The intended outcomes are to embed inclusive leadership training into the undergraduate engineering curriculum, to build capacity among course instructors, and for students to complete their degrees with a well-rounded skillset. Positive feedback from students and instructors alike has consistently reinforced the need for this shift in engineering education. With the tools to be inclusive leaders, students will enter the workforce ready and able to recognize bias, challenge the status quo, and promote sustainable innovation.
... Blake, 2015;Kelan, 2020;Priola et al., 2014;Randel et al., 2018). Importantly, inclusive leadership is not only about occasional grand gestures; equally important are more regular and consistent smaller-scale actions (Bourke and Titus, 2020). ...
... Inclusive leadership is essential for assuring that team members feel they are treated respectfully and fairly and that they are valued and have a sense of belonging; it also gives them confidence and inspires them (Korkmaz et al., 2022;Pfeffer, 2018). Important guiding principles for inclusive leadership include listening with respect, demonstrating clear awareness of differences and biases, empathy and an explicit focus on ethical behaviorqualities that tend to be viewed positively by followers (Bourke and Titus, 2020;Hollander, 2012;Pelled et al., 1999). Practicing inclusive leadership involves discerning the specific needs of individuals in particular circumstances; it requires tactics of circumspect care, progressive pragmatism and searching for potential compromises and solutions (Alvesson and Spicer, 2011). ...
The purpose of this paper is to provide a critical perspective on how the COVID-19 crisis shaped inclusive leadership behaviors of global business leaders. Using quantitative and qualitative methods, the authors analyzed 240 CEO statements in 120 multinational enterprises from six countries (France, India, Japan, South Korea, UK, USA), pre- and mid-COVID-19. Results show that CEO emphasis on inclusive leadership increased during the pandemic. More substantively, the authors identify three key behaviors of inclusive leadership – fidelity, calmness and collective resilience. The authors provide empirical evidence of inclusive leadership behaviors by global business leaders. In doing so, the authors integrate inclusive leadership into societally engaged international business research.
... Additionally, fostering curiosity about others and incorporating cultural intelligence from leadership is essential for valuing uniqueness and encouraging diverse contributions from all age groups, leading to innovation through a wide range of skills and perspectives. Also, the active engagement of leaders in inclusive leadership practices, which entail being attuned to the individual needs of each follower and acknowledging their contributions regardless of their backgrounds, is pivotal in fostering an environment where all individuals feel valued and empowered (Bourke & Titus, 2020). Finally, effective collaboration, facilitated by inclusive leadership, plays a crucial role in fostering innovation within workgroups by encouraging cooperation across ages and enhancing both explorative and exploitative innovation. ...
This study conducts a Systematic Literature Review (SLR) to address gaps in knowledge and propose potential areas for additional research on age diversity and innovation. A systematic review methodology was applied, examining 66 specifically chosen papers on the topic of age diversity and performed numerous rounds of searching and analyzing various search engine alternatives to guarantee the reliability of the retrieved content. The literature had to fulfil specified requirements, which included being written in English and directly addressing the study topics outlined in the literature review. The study identified the predominant theoretical frameworks in the literature commonly acknowledged when examining age diversity and both explorative and exploitative innovation. Additionally, it emphasized the crucial factors that contribute to age diversity inside organizations. The study uncovered a lack of comprehensive knowledge on the influence of age diversity on team performance and innovation, the significance of organizational culture in fostering age diversity, and the interaction between age and other diversity characteristics. Furthermore, there was a lack of comprehension regarding the significance of leadership, technology, and information sharing in the context of age diversity. The results of this study have implications for managers and decision-makers. The study’s conceptual framework can assist managers in comprehending the function of age diversity in promoting both explorative and exploitative behaviors inside the innovation process. Additionally, it provides valuable perspectives on how to enhance age diversity and inclusion in the workplace by leveraging technology and implementing effective leadership strategies.
... Workplace inclusivity aims to cultivate an environment where all employees feel accepted, respected, and valued, irrespective of their differences (Bourke & Titus, 2022). This involves implementing measures to eliminate barriers that may lead to exclusion or injustice. ...
The article explores the impact of attitudes towards diversity on employee proactivity, considering job satisfaction as a mediating variable and the specific characteristics of manufacturing enterprises in contrast to those with other activities. A conceptual model for the relationship between inclusivity, employee proactivity, and job satisfaction was formulated following the literature review. The proposed model underwent empirical testing through confirmatory analysis using structural equation modelling (SEM CFA) on a sample of 1,000 employees. The data were collected in December 2023, focusing on exploring the impact of employee inclusivity on proactivity mediated by job satisfaction. This study compared manufacturing company employees to those working in other types of enterprises. Quantitative research was used to test the model of the relationship between inclusivity and employee proactivity. The results confirmed a positive direct relationship between inclusivity, proactivity, and job satisfaction. Additionally, the study demonstrated the role of job satisfaction as a mediator between inclusivity and proactivity. While no greater impact of inclusivity was affirmed in manufacturing enterprises compared to other types of firms, some differences were observed in this context. The study fills a gap in the links between employee inclusivity and proactivity with the mediation of job satisfaction. Subsequent research would need to further explore the impact of the specific components of the study constructs on employee proactivity and extend to other mediators and moderators of the relationship between the studied variables. For enterprises, the findings indicate the need to implement practices supporting inclusivity and creating work environments that foster satisfied employees. The differences in the magnitude of the impact of inclusivity depending on the type of activity suggest that human resource management practices should be adapted to the organisational context.
... After group responses, it is important to end with a whole class discussion, emphasizing that when there are assumptions about a group of people due to differences in norms of behavior, culture, and even appearance, the assumptions can become stereotypes. Stereotyping individuals can lead to discriminatory practices, prejudice, and the potential for bias to form (Bourke & Titus, 2020). ...
In this teaching tip, we provide a method for teaching middle and secondary English language arts (ELA) students to assume a critical stance while reading and responding to diverse literature and media. Specifically, we address the infusion of critical literacy as a pedagogy to enable students to engage in criticality by identifying negative stereotypes and harmful biases, and then take action by offering counter perspectives. We begin with a brief discussion on critical literacy as a means to promote critical stance, followed by the learning activities for classroom instruction and a student example to illustrate the power of critical stance to promote student agency. Our method for critical stance instruction draws upon Rosenblatt’s (1978) seminal work on literature-based instruction that reading is a transaction between the reader and the text and Leland et al. (2018) who explicated that readers need to engage in critical transactions—a dimension of critical literacy.
Sports activities and programs faced significant disruptions during the COVID-19 pandemic due to community health restrictions, limiting the ability of sports practitioners to execute programs. In this context, sports leadership emerged as a pivotal factor in sustaining the implementation of the Special Program in Sports (SPS) in the Department of Education (DepEd), particularly in Caraga Region. This study aimed to develop a comprehensive theory on sports leadership amidst the COVID-19 pandemic, focusing on the experiences and perspectives of six (6) sports coordinators involved in the Special Program in Sports in Caraga Region. The researcher employed a qualitative research design utilizing Charmaz's grounded theory approach, conducting in-depth interviews through purposive sampling to gather data for theory generation. The study’s findings revealed five key themes and propositions forming the foundation of Diva’s Theory on Sports Leadership. This theory will serve as a basis for sports leaders to continue their programs even in times of health crises.
The racialization of COVID-19 as an Asian virus has been linked to growing reports of racial harassment and violence targeting Asian Americans. We examine one such manifestation of racial harassment against Asians in the form of workplace microaggressions, such as a coworker referring to the virus as the “Chinese virus” and the negative impact that these forms of racial microaggressions can have on those who witness them. We also examine the influence of a leader who intervenes versus a leader who stays silent when a microaggression occurs, highlighting the positive impact of leaders who condemn microaggressions while underscoring the negative impact of leaders who stay silent. We found that, among those who witness microaggressions, Asian Americans were more likely to ruminate and report negative perceptions of the aggressor than Whites. We also found that leader intervention improved perceptions of leader effectiveness and that leader trust mediated this process, especially among Asian Americans. Additionally, we found that leader intervention decreased turnover intentions.
GİRİŞ
Küreselleşme, teknolojik gelişmeler, toplumsal ve örgütsel değişimler liderlik disiplinini derinden etkilemektedir. Bu süreç, liderlerin karmaşık ve sürekli değişen ortamlarda başarılı olabilmeleri için geleneksel yaklaşımlardan uzaklaşıp, yeni stratejilere ve becerilere yönelmelerini gerektirmektedir. Günümüz iş dünyasında kapsayıcı liderlik (inclusive leadership), giderek önem kazanan bir yaklaşım hâline gelmiştir. Bu liderlik yaklaşımı, sadece çeşitliliği yönetmekle kalmaz, her bireyin potansiyelini en üst düzeye çıkarabileceği, bu başarıların takdir gördüğü ve katılım, güven, eşitlik gibi temel değerlerin ön planda tutulduğu bir ortam yaratmayı amaçlar (Ferdman, 2020: 3).
This chapter explores the multifaceted nature of leadership inside higher education institutions, emphasizing its crucial position as a pillar of educational achievement and institutional effectiveness. It begins by defining the essence of effective leadership and its foundational importance in shaping academic environments. The chapter then examines numerous leadership styles, including transformational, transactional, servant, distributed, and adaptive management, and their respective influence on higher education. Building on this foundation, the chapter outlines critical components of effective management in academia, inclusive of visionary leadership, effective communication, empowerment and collaboration, innovation and adaptability, promoting diversity and inclusivity, and financial management. It proposes techniques for reinforcing leadership in higher education, such as fostering leadership diversity, promoting professional development, enhancing leadership resilience, and integrating technology.
Background: Thailand's public health policy emphasizes equitable access to healthcare services, leading to a rapid increase in primary healthcare demands. Enhancing efficiency has become a crucial solution to address this challenge, especially amidst the constraints of limited resources. Aims: To measure the operational efficiency of sub-district or tambon health-promoting hospitals (THPHs) in the Eastern Economic Corridor (EEC) by applying the mathematical technique of Data Envelopment Analysis (DEA) and to identify best practices from efficient THPHs that can be applied to improve the operational efficiency of other THPHs. Methods: First, the operational efficiency of 104 THPHs in Chachoengsao, a province in EEC, was measured using the DEA method. Second, 13 efficient THPHs were selected as benchmarks for operational best practices. In-depth interviews were conducted with five individuals from each selected THPH, including the director and four key stakeholders. The interview data were analyzed and synthesized using directed content analysis to formulate a list of best practices. Finally, the identified best practices were evaluated using the Delphi technique to produce a final list of best practices to improve the operational efficiency of THPHs. Results: 76 best practices were initially generated from the content analysis of the benchmark interviews. However, after the Delphi experts' evaluation, 66 best practices met the required criteria (Mdn > 3.50 and IQR < 1.50) and were ultimately accepted as potential general strategies for improving the efficiency of THPHs. Of these, 35 best practices were related to input management, and 31 were related to output management.
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