Inclusive leadership : realizing positive outcomes through belongingness and being valued for uniqueness

We introduce a theoretically-grounded conceptualization of inclusive leadership and present a framework for understanding factors that contribute to and follow from inclusive leadership within work groups. We conceptualize inclusive leadership as a set of positive leader behaviors that facilitate group members perceiving belongingness in the work group while maintaining their uniqueness within the group as they fully contribute to group processes and outcomes. We propose that leader pro-diversity beliefs, humility, and cognitive complexity increase the propensity of inclusive leader behaviors. We identify five categories of inclusive leadership behaviors that facilitate group members' perceptions of inclusion, which in turn lead to member work group identification, psychological empowerment, and behavioral outcomes (creativity, job performance, and reduced turnover) in the pursuit of group goals. This framework provides theoretical grounding for the construct of inclusive leadership while advancing our understanding of how leaders can increase diverse work group effectiveness

Inclusive Leadership, Psychological Empowerment, and Affective Organizational Commitment: A Mediated Model

Inclusive leadership has become an important contextual factor to study in organizations given its impact on positive workplace outcomes. However, little is known about the ability of inclusive leadership to affect a wider range of outcomes and the various mediating mechanisms between inclusive leadership and outcomes. Therefore, the present study explored the mediating role of psychological empowerment on the relationship between inclusive leadership and affective organizational commitment. It was hypothesized that inclusive leadership would be positively related to affective organizational commitment both directly and indirectly through psychological empowerment. Results of an online survey from 189 employed individuals showed that inclusive leadership was positively related to affective organizational commitment. Results also showed that psychological empowerment partially mediated the relationship between inclusive leadership and affective organizational commitment, particularly through the meaning and impact dimensions of psychological empowerment. The present study contributes to the existing literature by highlighting the positive relationship between inclusive leadership and affective organizational commitment and the mediating role of psychological empowerment. These findings suggest that management development programs should focus on increasing managers’ levels of openness, availability, and accessibility in their interactions with employees

INCLEAD:Development of an inclusive leadership measurement tool

In this paper, as preview of an ongoing research manuscript, we aim to provide the field with an inclusive leadership operationalization reflecting a consolidated conceptualization of inclusive leadership. We use the consolidated conceptualization of inclusive leadership developed recently based on the existing knowledge in the literature

Inclusive leadership, Job Engagement, and Turnover Intention: The Mediating role of Employee Self-efficacy in the Hospitality Industry

This research aims to understand the nexus between inclusive leadership, job engagement and turnover intention while understanding the role of employee self-efficacy in the hospitality industry of Pakistan. We collected 307 samples from the employees working in hotels, restaurants, marriage halls, guest houses in Pakistan. Electronic survey was conducted utilizing a convenient sampling technique of the non-probability sampling method. The study's findings reveal that the inclusive leadership is positively associated with employee self-efficacy and job engagement while inclusive leadership is negatively associated with employee self-efficacy. Results further show that self-efficacy mediated the associations between inclusive leadership and job engagement and inclusive leadership and turnover intention. Study carries important implications for employees, managers, and organizations of the hospitality sector

The role of inclusive leadership in fostering organisational learning behaviour

Purpose: Organisational learning is fundamental in establishing a fearless organisation, creating a competitive advantage and maintaining a sustained growth. While research suggests that leaders can influence organisational learning, there is currently no empirical evidence on how inclusive leadership fosters organisational learning behaviour. Therefore, the purpose of this study is to investigate the relationship between inclusive leadership and organisational learning behaviour. It also seeks to explore the mediating role of psychological safety and climate for initiatives in the mentioned relationship. Design/methodology/approach: The study used a two-wave quantitative examination with 317 respondents. Online survey was used to collect data from randomly selected full-time Australian employees in two times. The data were then analysed using partial least squares structural equation modelling to provide insights. Findings: The study found empirical evidence on the positive association of inclusive leadership and organisational learning behaviour. Moreover, the two mediation paths of psychological safety and climate for initiative were supported for the relationship between inclusive leadership and organisational learning behaviour. Research limitations/implications: The current study contributes to theory by examining the role of inclusive leadership on organisational learning behaviour through two relatively unexplored mediating paths. It suggests how inclusive leadership can create a fearless organisation through fostering learning behaviour within the organisation which empowers organisations to sustain growth. Despite controlling for and assessing endogeneity, due to the cross-sectional design of the study, it is limited in demonstrating causal links. Originality/value: The current study provides empirical evidence on the role of inclusive leadership in fostering organisational learning behaviour through two mediating paths of psychological safety and climate for initiatives. The proposed model sets the ground for future research to further develop insights on positive impacts of inclusive leadership within organisations

Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety

This study examines how inclusive leadership (manifested by openness, accessibility, and availability of a leader) fosters employee creativity in the workplace. Using a sample of 150 employees, we investigated the relationship between inclusive leadership (measured at Time 1), psychological safety, and employee involvement in creative work tasks (measured at Time 2). The results of structural equation modeling (SEM) analysis indicate that inclusive leadership is positively related to psychological safety, which, in turn, engenders employee involvement in creative work

Inclusive leadership and workplace bullying: A model of psychological safety, self-esteem, and embeddedness

Bullying is an adverse workplace phenomenon that requires serious attention by leaders and managers. Drawing upon Social Identity Theory, Optimal Distinctiveness Theory, and Victim Precipitation Theory, this study investigates how inclusive leadership is associated with workplace bullying (WB). It also examines the mediating role of psychological safety and self-esteem as serial mediators in this relationship. Additionally, the moderating role of embeddedness on the link between inclusive leadership and WB is explored. The study used a two-wave time-lagged survey completed by 226 full-time employees. The survey captured employees’ perceptions about themselves, their work environment, and their line managers. Study hypotheses were tested through structural equation modeling. Study findings revealed that inclusive leadership is negatively related to WB. We also found support for the serial mediation of psychological safety and self-esteem in the link between inclusive leadership and WB. Our study also demonstrates that the negative relationship between inclusive leadership and WB is weaker for employees with high embeddedness, thereby uncovering the less explored dark side of embeddedness

Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety

This study examines how inclusive leadership (manifested by openness, accessibility, and availability of a leader) fosters employee creativity in the workplace. Using a sample of one hundred and fifty employees, we investigated the relationship between inclusive leadership (measured at Time 1), psychological safety and employee involvement in creative work tasks (measured at Time 2). The results of structural equation modeling (SEM) analysis indicate that inclusive leadership is positively related to psychological safety, which, in turn, engenders employee involvement in creative work

Inclusive Leadership\u27s Evolving Context: Organizational Climate and Culture Connect

Conventional forms of leadership that are prominent in organizational life today are seemingly antithetical to the landscape of our dynamic, global society. The continued focus on traditional hierarchies with leadership that functions in a “chain of command” manner begs the question of how organizations can reshape routines and relationships to reflect processes of inclusion and collaboration that have the capability of provoking progressive change in organizations. Diversity and Inclusion scholars have identified the newer construct of inclusive leadership as apt to advance climates and cultures of inclusion through social processes that encourage inclusive practices and behaviors. These fluid aspects of inclusive leadership strengthen how organizations foster the engagement of organizational members across groups, functions, and/or levels to stimulate change within work settings. While scholars have ascertained the necessity of expanding our knowledge of the inclusion construct by examining inclusion in more depth, inclusive leadership remains an anomaly as it positions leadership as a collective, social process. The complexities associated with research in this area were instrumental in my choice to pursue an exploratory critical (single) case study with grounded theory for this dissertation research to better understand the social processes associated with inclusive leadership within a contained work environment. This multiple method qualitative study utilized intensive interviewing, field observations, and document reviews to explore inclusive leadership in a K-12 school district. Thematic, content, and dimensional analyses elicited findings associated with human connection, change, and evolving contexts associated with inclusive systems. The overlapping case study and grounded theory findings served as the basis for the development of an inclusive leadership model. The research provided empirical evidence of inclusive leadership’s effect on organizational climates and cultures eliciting four theoretical propositions that expand scholarship in the areas inclusive leadership, inclusive practices and behaviors, and climates and cultures of inclusion. Recommendations for future research invite further exploration of inclusive leadership with inquiry across multiple organizations and/or different sectors with the use of different research designs to build on this study’s findings. This dissertation is available in open access at AURA, http://aura.antioch.edu/ and OhioLINK ETD Center, https://etd.ohiolink.ed