The Role of Authentic Leadership in Fostering Workplace Inclusion: A Social Information Processing Perspective

By Janet A. Boekhorst. 2015

301 citations recorded by the source corpus.

Subfields: Gender Studies, Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/e2bfa122b39c662fe08c55bf8a4bed967a4012ae

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

1. Beth G. Chung
2. L. Shore
3. H. Tayyeb
4. Heather Round
5. B. Cooper
6. L. Graham
7. Nick Caveney
8. A. A. Khan

In Marketing

1. H. Tayyeb
2. Surendra Arjoon
3. Heather Round
4. Beth G. Chung
5. S. M. M. R. Naqvi
6. B. Cooper
7. A. A. Khan
8. L. Shore

In Organizational Behavior and Human Resource Management

1. Alexander Newman
2. N. Eva
3. Beth G. Chung
4. L. Shore
5. H. Tayyeb
6. Surendra Arjoon
7. Heather Round
8. Achinto Roy

Citations in the corpus

• CEO Entrepreneurial Leadership and Performance Outcomes of Top Management Teams in Entrepreneurial Ventures: The Mediating Effects of Psychological Safety* (2018, background): “In other words, the information gained from the CEO and other members of the top management team provides cues to the individual as to what is effective entrepreneurial group behavior (Boekhorst 2014).”
• Ethical Leadership and Ethical Voice: The Mediating Mechanisms of Value Internalization and Integrity Identity (2021, background): “We further draw from social information processing (Salancik & Pfeffer, 1978) to explain how leaders can play an instrumental role for the convergence of individual and organizational values and for aligning follower behavior with normative expectations (Boekhorst, 2015; Lu, Zhang, & Jia, 2019).”
• Ethical Climates in Organizations: A Review and Research Agenda (2017, background): “In other words, social information assists individuals by providing them with cues to interpret the nature of that environment and deduce appropriate ways to behave (Boekhorst, 2014).”
• Impact of inclusive leadership on innovative work behavior: The role of psychological safety (2017, background): “Inclusive leaders who value the inclusion of employees in a particular work process, therefore, give employees a chance to raise their voice for generating, promoting, and implementing useful ideas (Hirak, Peng, Carmeli, & Schaubroek, 2012; Boekhorst, 2015).”
• Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion (2021, background): “While there are many studies and theories of leadership, research on inclusive leadership has only received attention recently (Boekhorst, 2015; Booysen, 2014; Ferdman, In Press; Gallegos, 2014; Henderson, 2014). This is not surprising considering the limited research on inclusion at work more broad”
• Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices (2018, unknown): “1999; Boekhorst 2015; Dodge and Rabiner 2004).”