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

By Amy E. Randel, Benjamin M. Galvin, L. Shore, K. Ehrhart, Beth G. Chung, M. Dean, Uma Kedharnath. Human Resource Management Review, 2017

716 citations recorded by the source corpus.

Abstract 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.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/48d21bb706c1471df0999f8e5e74bd20d02ad5d5

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Citations in the corpus

A Diversity Mindset Perspective on Inclusive Leadership (2021, background): “Inclusive leadership is emerging as a research stream (Randel et al., 2018), whereas leadership for diversity mindsets is currently limited to the theory in which the diversity mindset concept was proposed (van Knippenberg et al.”
Inclusive Leadership in Thought and Action: A Thematic Analysis (2021, neutral): “As such, it is considered to enable work group functioning in a way that has not yet been addressed by other forms of leadership (Randel et al., 2018).”
Work Group Inclusion: Test of a Scale and Model (2020, methodology): “The purpose of this study was to create a reliable and valid measure of work group inclusion and to test a model of antecedents and outcomes based on Shore et al.’s (2011) theoretical framework.”
Silence is not Golden: Motivating Employee Voice through Inclusive Leadership (2020, background): “…Lee / INCLUSIVE LEADERSHIP 1097 skills and competencies for eliminating marginalizing opportunities and exclusion while creating and promoting a collaborative and pluralistic environment based on factors such as prodiversity philosophies and cognitive aptitudes (Booysen, 2014; Randel et al., 2018).”
Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion (2021, methodology): “Randel et al. (2018) further proposed that work group identification and psychological empowerment among employees supervised by inclusive leaders would be enhanced and result in group member contributions.”
Inclusive leadership and innovative work behavior: The role of psychological empowerment (2018, background): “Inclusive leader valued the inclusion of employees at work setting (Salib, 2014), and employees having value of being included experienced greater empowerment (Randel et al., 2017).”
How Do Leaders Influence Innovation and Creativity in Employees? The Mediating Role of Intrinsic Motivation (2021, background): “IL eases the perception of inclusiveness and accessibility, which differentiates it from other forms of leadership which do not capture all the tenets of IL (Randel et al., 2018).”