Inclusive Leadership Research Articles

Beyond instrumentalist leadership in schools: Educative leadership and anarcho-syndicates

Taking our cue from Gunter and Courtney’s critique of dominant discourses in the field of educational leadership, and their engagement with the concept of educative leadership as inclusive and activist, in this article we aim to deepen and expand the discussion of educative leadership. Our interest in educative leadership begins with the assumption that schools are complex spaces of human interactivity in which contestation over beliefs, values, and morals is inevitable. In drawing on insights first developed in the 1980s as part of the Educative Leadership Project in Australia, we attempt to articulate a concept and set of practices that could function as an alternative to the largely performative and managerial nature of contemporary school leadership. We seek to supplement Gunter and Courtney, drawing on theories pertaining to the structure of anarcho-syndicates in an attempt to make the argument that inclusive and non-hierarchical leadership is not the same as structureless organisation. Finally, in arguing for the centrality of education to the work of schools, we advocate for further engagement with the concept of educative leadership within the field of school leadership and management.

A WORKSHOP ON INCLUSIVE LEADERSHIP

Inclusive leadership fosters diversity and equally considers all individuals regardless of cultural background, age, sexual orientation, gender, disability, and race. An inclusive leader focuses on individuals at risk of exclusion by considering their needs, strengths, and goals and by empowering them to succeed. The objective of this Workshop is to provide a venue for inclusive leadership skill building and mentorship among child and adolescent psychiatrists. Participants will be provided with education and guidance regarding effective skills in inclusive leadership through brief didactics and small-group discussions facilitated by experienced leaders within the field.

How to be an inclusive leader for gender-diverse teams

Gender inequity is globally present in the labor force and advocating for gender equality is not merely a fairness issue, but a benefit for organizations. In this paper, we identify common challenges for gender-diverse teams (i.e., turnover, discrimination, communication issues, conflict between team members, and low team cohesion). We also discuss the importance of inclusive leadership to overcome these challenges. Correspondingly, we provide practical actions for inclusive leaders to implement on their teams to address issues regarding diversity, and subsequently leverage its benefits.

Workforce Experiences of a Rapidly Established SARS-CoV-2 Asymptomatic Testing Service in a Higher Education Setting: A Qualitative Study.

The aim of the study was to explore workforce experiences of the rapid implementation of a SARS-CoV-2 asymptomatic testing service (ATS) in a higher education setting during the COVID-19 pandemic. The setting was a multi-campus university in the UK, which hosted a testing service for employees and students over two years. Qualitative semi-structured videoconference interviews were conducted. We contacted 58 participants and 25 were interviewed (43% response rate). Data were analysed thematically. The analysis produced four overarching themes: (1) feelings relating to their involvement in the service, (2) perceptions of teamwork, (3) perceptions of ATS leadership, (4) valuing the opportunity for career development. Agile and inclusive leadership style created psychological safety and team cohesion, which facilitated participants in the implementation of a rapid mitigation service, at pace and scale. Specific features of the ATS (shared vision, collaboration, networking, skills acquisition) instilled self-confidence, value and belonging, meaningfully impacting on professional development and career opportunities. This is the first qualitative study to explore the experiences of university employees engaged in the rapid deployment of a service as part of a pandemic outbreak and mitigation strategy within a higher education setting. Despite pressures and challenges of the task, professional growth and advancement were universal. This has implications for workforce engagement and creating workplaces across the sector that are well-prepared to respond to future pandemics and other disruptive events.

Literature review: sustainable leadership

Employees, leaders, and organizations continue to struggle to comprehend the concept of sustainable leadership. It is a problem for today's organizations to identify this concept itself. Sustainable leadership refers to a new and enlarged concept of leadership that is based on sustainability principles, sustainable leadership practices, and building an inclusive, cooperative, and responsive leadership approach. The purpose of this study is to provide a better understanding of the concept of sustainable leadership, and it does this by situating sustainability within the context of leadership and clarifying the idea of sustainable leadership based on sustainability and sustainable development, styles of sustainable leadership, characteristics of sustainable leaders, and practices of sustainable leadership.

Employable until Retirement: How Inclusive Leadership and HR Practices Can Foster Sustainable Employability through Strengths Use

Background: Although the new model of sustainable employability (SE), which builds on the capability approach, has received growing attention, research on how to enhance workers’ SE is scarce. In this study, we aimed to investigate whether (1) inclusive leadership and high-involvement HR practices are positively associated with SE and whether (2) strengths use mediates these associations. To test our research hypotheses, we surveyed Dutch employees (N = 364), selected with random sampling. The results of structural equation modeling showed that inclusive leadership and high-involvement HR practices were positively associated with workers’ SE. Moreover, we discovered that strengths use mediated these relationships. These results contribute to the SE literature by providing initial evidence that inclusive leadership and high-involvement HR practices are directly and indirectly (through strengths use) related to workers’ SE.

Leading Diverse Workforces: Perspectives from Managers and Employers about Dyslexic Employees in Australian Workplaces.

Background: Dyslexia is a specific learning disability affecting around 1 in 10 Australian adults. It presents unique challenges for employees in the workforce, yet community and workplace awareness of the challenges of dyslexia is limited. The aim of this preliminary research was to explore the experiences and perspectives of Australian employers and managers responsible for supervising employees with dyslexia in the workplace. Materials and Methods: Using a qualitative research design, we conducted in-depth interviews with four managers who had current or previous experience managing employees with dyslexia. We used a deductive approach to analyse the data and categorise responses to the study questions. Results: Participant responses indicated that there is a lack of awareness and understanding of dyslexia within Australian workplaces. Participants identified challenges facing employees with dyslexia in the workplace including, differing personal levels of confidence and comfort in disclosing disability; the possibility of discrimination, and a lack of inclusive organisational practices and processes. Suggestions for ways to improve workplaces for dyslexic employees included: additional support for leaders and managers to drive inclusive leadership, and additional training for leaders and managers on how to best support employees with dyslexia. Conclusions: While only a small sample size, this study indicates that further research is needed to better understand the working environment of Australian leaders and managers. It appears that leaders and mangers need skills and knowledge to better support employees with dyslexia and in doing so create more inclusive workplaces.

Does green inclusive leadership promote hospitality employees’ pro-environmental behaviors? The mediating role of climate for green initiative

ABSTRACT Drawing on social learning and social information processing theories, this study proposes and tests a model of the association of green-inclusive leadership on pro-environmental behaviors (task-related pro-environmental behavior (PEB) and organizational citizenship for the environment) through climate for green initiative. Using data collected in two waves from 254 employees working in the hospitality industry (restaurants) and utilizing structural equation modeling, our results suggest that green-inclusive leadership is a promising leadership style in encouraging task-related PEB and organizational citizenship for the environment (OCBE). The results also suggest that climate for green initiative is an effective underlying mechanism between the green-inclusive leadership-pro-environmental behaviors linkages. Our model is novel in that the associations proposed and tested were not investigated before. Furthermore, the research is the first of its kind to introduce climate for green initiative in the research of pro-environmental management practices. Discussion, implications and limitations are presented.

Lebanese Sunni Muslim Politicians’ Narratives on the Political and Religious Leadership of the Lebanese Sunnis: Reconstructing Inclusive Political Leadership in Lebanon

In this article, Sunni Muslims politicians’ narratives on the political and religious leadership of the Lebanese Sunnis are examined in an effort to reconstruct inclusive political leadership in Lebanon. The Lebanese Sunnis are primary actors in the Lebanese politics. The significant role played by Sunnis is recognised in the National Pact 1943, which paved the way for Lebanon’s independence from France together with the Taif Agreement, which ended Lebanon’s civil war. The signing of the agreements culminated into the establishment of the confessional political system in Lebanon and enabled the Sunnis to constitute an integral part of that system. However, Lebanon is still saddled with internal political problems worsened by the struggle for influence over Lebanon from external actors. The overlapping between domestic and foreign factors is critical in constructing Sunni narratives on their leadership. Sunni framing constructions suggest that the Sunni leadership is galvanising the Sunni community to serve its own interests. The disempowerment of Sunnis is mainly attributed to the failure of their political and religious leadership. This article, therefore, argues for the reconstruction of inclusive leadership in Lebanon. This will enable the Lebanese actors to delegitimise identity politics and promote national cohesion and stability. It also recommends the establishment of independent electoral commissions, prohibition of foreign funding of political groupings, and dismantling of the confessional political system in Lebanon.

Green inclusive leadership and employee green behaviors in the hotel industry: Does perceived green organizational support matter?

Building on theories of social exchange, social identity, social learning, and organizational support, this study examines the impact of green inclusive leadership (GIL) on employees’ green behaviors in the hotel industry. These behaviors were green innovative work behavior (GIWB), green service recovery performance, and green knowledge sharing behavior. Among the links proposed, perceived green organizational support (GOS) was employed as a mediating variable. Data in this study were collected from 436 hotel direct supervisors and employee dyads. Using structural equation modelling, the results suggest that GIL predicted GIWB, green service recovery performance, and green knowledge sharing behavior. Furthermore, perceived GOS was found to mediate the proposed relationships. Finally, implications for theory and practice are discussed in this study.

PERCEIVED INCLUSIVE LEADERSHIP CHALLENGES AND WORK ENGAGEMENT IN CIVIL SERVICE: A CHALLENGE FOR 21 CENTURY LEADER IN THE PUBLIC SECTORS OF MALAYSIA

Leadership in the 21st Century demands a great leader who is inclusive in leveraging knowledge, insights and perspectives in diverse workplaces which can make organizations capture a competitive advantage from changing demographics across the workplace and in the marketplace. It needs a leader to take on the opportunity, new way and understanding of what to do and how to do things differently. To be a great leader in public service, organizations would need to invest in developing them. Despite investing significant resources in the training and development of leaders for their competencies, quality, efficiency and improving organization’s performance, many leaders often feel unprepared to be inclusive. The aim of this study, therefore, is to examine how inclusive leadership challenges foster employee work engagement. Three key leadership challenges (personal leadership, managing and motivating, building and leading a team) were successfully identified by Centre for Creative Leadership (CCL) and measured as significant toward employee work engagement in the selected public sectors in Malaysia. A quantitative study was conducted, and hypotheses were tested on a sample of 240 employees in four divisions using Pearson correlation and Multiple Regressions analysis. The result shows that inclusive leadership challenges were positively associated with work engagement, personal leadership challenges with the unstandardized coefficients Beta value of 0.316 followed by building and leading team challenge with Beta value of 0.206 were supported and stronger predictors in influencing employees’ work engagement in the public sector. This study shows that greater concerns from the employees in the public sector on the quality of the leadership in the 21st Century currently bring daily to work practice. Inclusive leadership is crucial for employee engagement, commitment and performance. This study also contributes both theoretical and empirical value to the public sector in formulating proper strategies for having great leaders to fostering inclusiveness in employees’ work engagement.<p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0559/a.php" alt="Hit counter" /></p>

Leading practices for men to support women's health leadership: A toolkit of resources to initiate change.

Men have a critically important role to play in supporting women from different backgrounds to move into leadership roles. Indeed, it is necessary work for those in positions of privilege to challenge processes that result in inequitable gender outcomes in health leadership. We present the resources that have been compiled into a toolkit for men to support more inclusive health leadership and transformative systemic change. A three-step process was undertaken to search, select, and curate leading evidence-informed practices. Three key clusters of resources in the toolkit address why men's actions are necessary, what leading actions entail, and the importance of mentorship and sponsorship. Change will require more than shaping the individual attitudes and behaviours of men in leadership positions. Attention to gender and other forms of inequity need to be embedded into the structures, processes and outcomes of teams, organizations, and systems and evaluated for process.

Examining the Effect of Principals' Inclusive Leadership Practices on Organizational Hypocrisy through the Mediating Role of Trust in Principal

This study aims to explore the effect of inclusive leadership and trust in principal on organizational hypocrisy in schools. We employed a quantitative methodology and used a cross-sectional survey design and Structural Equation Modelling to determine the relationships between inclusive leadership, trust in principal, and organizational hypocrisy. The research sample consisted of 408 teachers working in preschool, primary, secondary and high schools in different regions of Türkiye. We collected the data of the study through "Inclusive Leadership Scale," "Organizational Hypocrisy Scale," and "Trust in Principal Scale." The results showed that inclusive leadership, directly and indirectly, affected organizational hypocrisy. According to the total effect, inclusive leadership had a significant, negative, and large impact on organizational hypocrisy and explained 75% of the variance in organizational hypocrisy. Results also indicated a direct effect of inclusive leadership on trust in principal and of trust in principal on organizational hypocrisy. In addition, trust in principal had a mediator effect between inclusive leadership and organizational hypocrisy. Consequently, inclusive leadership and trust in principal were important variables in reducing organizational hypocrisy in schools. In this context, principals need to increase trust in principal by displaying inclusive leadership behaviors to reduce organizational hypocrisy that causes negative consequences in schools.

군 조직 내 포용적 리더십이 조직시민행동에 미치는 영향

Organizational members increasingly value individuality and diversity, and prioritize individual values over collective values. Accordingly, there is an increasing needs for leadership that promotes the implementation of desired performance and behavior among members by encouraging a sense of belonging to the organization while accommodating the individuality of members and diversity. Based on the social information processing theory, this study empirically tested the mechanism of inclusive leadership on the organizational citizenship behavior of members through psychological safety. In addition, the moderating effect of tenure on the relationship between inclusive leadership and psychological safety was examined. As a result of analyzing the questionnaire data obtained through online targeting military officers, it was confirmed that there is a positive relationship between inclusive leadership, psychological safety, and organizational citizenship behavior. In addition, the mediating effect of psychological safety in the relationship between inclusive leadership and organizational citizenship behavior was significant. On the other hand, the moderating effect of tenure in the relationship between inclusive leadership and psychological safety was significant. In other words, the effect of inclusive leadership on psychological safety was stronger for the shorter tenure than the longer tenure. This study partially covered the gap in related research by examining the mechanism which inclusive leadership influences organizational citizenship behavior through psychological safety. In addition, by expanding the scope of insufficient research on the boundary conditions (tenure) that inclusive leadership affects psychological safety, we hope that it not only contributes to the expansion of inclusive leadership theory, but also it will be able to help leader's choice of targets for inclusiveness in practice.

포용적 리더십이 구성원의 발언행동에 미치는 영향: 심리적 안전감의 매개효과와 학습목표성향 및 권력거리성향의 조절효과

Recently, inclusive leadership is considered as a major leadership concept positively affecting a subordinate’s psychological safety and voice behavior. In this vein, it is suggested that further research on the effect of inclusive leadership is needed to be performed across various industries. In addition, it is pointed that more studies are needed to investigate the contingency factors or boundary conditions to explain relative effects of psychological safety. Based on the social information processing theory, this study examined the influence of inclusive leadership on subordinates’ voice behavior through psychological safety in a bank industry. This study also examined the moderating effects of subordinate’s learning goal orientation and power distance orientation on the relationship between psychological safety and voice behavior. Five hypotheses were developed based on literature review and data were collected using off-line questionnaires from employees working for a large-size bank in Korea. A total of 730 questionnaires were used for the analyses to test hypotheses. The results supported all of five hypotheses developed in this study. First, the result shows that there is a significant and positive relationship between inclusive leadership and a subordinate’s voice behavior. Second, inclusive leadership significantly and positively relates to a subordinate’s psychological safety. Third, a subordinate’s psychological safety partially mediates the relationship between inclusive leadership and voice behavior. Forth, a subordinate’s learning goal orientation positively moderates the relationship between psychological safety and voice behavior. Finally, a subordinate’s power distance orientation negatively moderates the relationship between psychological safety and voice behavior. This study shows the importance of inclusive leadership of bank branch manager and its relationships with a subordinate’s psychological safety and voice behavior, and the boundary conditions explaining the relative effect of psychological safety on voice behavior. Further theoretical and practical implications are discussed and the directions for future research are proposed.

COVID-19 Pandemic Highlights the Importance of Inclusive Leadership in Egyptian Hospitals to Improve Nurses’ Psychological Distress

Background: The pandemic has highlighted the crucial role of nurses in health services. Nurses work at the forefront of the healthcare system, provide infection control training, and help reduce the spread of misinformation about the pandemic. Inclusive leaders create psychological safety that improves motivation and boosts job performance. Aim: To explore the effect of nurse managers’ inclusive leadership style on nurses’ psychological distress during the COVID-19 pandemic in Egyptian hospitals. Method: This was a quasi-experimental study. The study subjects consisted of two groups: managers (171) and staff nurses (1573). The study was conducted in four hospitals (one university hospital, one private hospital, one therapeutic institution, and one health insurance hospital). Three tools were used for collecting data (Inclusive Leader Questionnaire, Nurse Managers’ Knowledge about Inclusive Leadership, and Kessler Psychological Distress Scale). Results: In total, 67.25% of staff nurses perceived their nurse managers as poor inclusive leaders, and only 12.86% perceived them as good inclusive leaders. Regarding nurse managers’ knowledge about inclusive leadership, 76.023% had unsatisfactory knowledge levels before awareness sessions, and only 7.017% had a satisfactory level compared to after awareness sessions, when the majority of them had satisfactory knowledge levels. Furthermore, before awareness sessions, staff nurses experienced mild to moderate psychological distress during the COVID-19 pandemic, and only 8.2% were severe. After awareness sessions, 58.55% of them experienced mild psychological distress, and others became well (25.8%). Conclusions: Nurse managers lack knowledge about inclusive leadership before conducting awareness sessions. The majority of staff nurses perceived their nurse managers as poor inclusive leaders. Satisfactory knowledge levels among nurse managers after awareness sessions improved nurses’ psychological distress. Finally, there were strong, statistically significant positive correlations between inclusive leadership and nurses’ psychological distress.

The Reevaluation of AΩA: Updating the Outdated

Medical schools across the country are reconsidering the place of Alpha Omega Alpha Medical Honor Society (AΩA) as evidence of disparities in membership selection continues to mount. Although AΩA national leadership responded to backlash with a reaffirmation of their motto "Be Worthy to Serve the Suffering," and their commitment to diversity, little meaningful progress has been made to this end. By continuing as an organization based on exclusivity, AΩA is an outdated institution that contributes to the structural racism observed in multiple domains of medical education. As we continue to move away from elements of medical education that perpetuate these inequities (e.g., USMLE Step 1 and USMLE Step 2 Clinical Skills Examinations), the place of AΩA in medical education must be re-examined. Several leaders in diversity and inclusion have led the charge by suspending AΩA participation at their institutions (at least 16 U.S. medical schools) and this trend should continue without drastic changes to AΩA. Rather than pushing responsibility to individual chapters, AΩA national leadership must make significant changes to national selection criteria in order to provide appropriate oversight. We propose that AΩA leadership: (1) convene a national task force to review current selection criteria and make actionable recommendations, (2) incorporate standardized diversity goals into selection criteria to hold chapters accountable and limit internal bias, and 3) report diversity and inclusivity statistics annually to the public to promote organizational accountability. Ultimately, meaningful action is necessary for AΩA to remain an honor and to support the development of inclusive leaders in medicine.

Impact of Inclusive Leadership on Innovation Performance During Coronavirus Disease 2019 Outbreak: Mediating Role of Employee Innovation Behavior and Moderating Role of Psychological Empowerment.

This study investigates the effect of inclusive leadership on innovation performance with a mediating role of employee innovation behavior and the moderating role of psychological empowerment (PE). Supervisors and employees of Saudi manufacturing firms are the participants of this study. This study used a quantitative research technique with a cross-sectional approach and a self-administrative survey questionnaire to collect the data. The data were analyzed by using the Smart PLS 3 software. The results depict that inclusive leadership has a significant positive impact on the firm's innovation performance. Employees' innovation behavior has a significant mediating effect on the association of inclusive leadership and innovation performance. Findings revealed that PE has an important moderating role in the association of inclusive leadership and innovation performance. The findings of this study contribute to the body of knowledge by finding that inclusive leadership has a significant effect on the firm's innovative performance and PE is crucial to enhance innovation performance.

Editorial: Inclusive Leadership: Critical Practice Perspectives From the Field

Editorial: Inclusive Leadership: Critical Practice Perspectives From the Field

Meeting Belongingness Needs: An Inclusive Leadership Practitioner’s Approach

Problem Theoretical and practical frameworks delineating the individual and relational needs inherent to creating perceptions of belongingness in the workplace are absent in Human Resources Development (HRD) literature. For inclusive leadership practitioners, the literature itself lacks direct mentioning of belonging, causing the awareness around the concept to be problematic. Without a clear understanding of factors that influence perceptions of belonging, leaders lack direction in building inclusive workplaces and reaping the beneficial business outcomes these have the potential to bring, including increased employee engagement, performance, and innovation. Solution The Individual and Relational Belongingness (IRB) model is introduced to explore and define the unique needs that are vital for individual to perceive a sense of belongingness in the workplace across individual, relational, personal, and organizational dimensions. Stakeholders Organizational and Human Resources Development scholar practitioners benefit from understanding the nuanced and complex needs that drive perceptions of belongingness, since these bring additional context to the scholarship and practice of inclusive leadership.