Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness |
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| Institution: | 1. Management Department, Fowler College of Business Administration, San Diego State University, 5500 Campanile Drive, San Diego, CA 92182, United States;2. Department of Organizational Leadership and Strategy, Marriott School of Management, Brigham Young University, Campus Drive, Provo, UT 84602, United States;3. Management Department, College of Business, Colorado State University, 212 Rockwell Hall, Fort Collins, CO 80523, United States;4. Management Department, College of Business, University of Wisconsin-Whitewater, 809 W. Starin Road, Whitewater, WI 53190, United States;1. Department of Management, Entrepreneurship, & Technology, Lee Business School, University of Nevada, Las Vegas, Las Vegas, NV 89154, United States;2. Department of Economics and Business Management, Agnes Scott College, Decatur, GA 30030, United States;3. Department of Management, College of Business, Florida State University, Tallahassee, FL 32306, United States;4. Division of Management and International Business, Price College of Business, University of Oklahoma, Norman, OK 73019, United States;1. Indiana University Health Methodist Hospital, 1701 North Senate Blvd, Indianapolis, IN 46202, USA;2. Duke University Hospital, 2301 Erwin Road, Durham, NC 27710, USA |
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| 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. |
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