Inclusive leadership Ch. 12

- inclusiveness is enacted and socially constructed through leader-follower interactions p.

324

- Optimal distinctiveness theory (Brewer, 1991) – individuals strive to balance basic

human needs to belong with their need to maintain a distinctive self-concept. They want

to belong without losing their sense of self.

- Brewer defines inclusion as “The degree to which an employee perceives that he or she

is an esteemed member of the work group through experiencing treatment that satisfies

his or her needs for belongingness and uniqueness”

- conceptualizing inclusion shows an individual’s connectedness and their individuality.

- Three Goals:

ocreated a shared identity among organizational members

oreduce status differences

ofacilitate the participation and involvement of everyone

- Model of inclusive leadership

oAntecedent conditions: preceding factors that affect the development of and use

of inclusive behaviors by leaders. (i.e., leadership characteristics, group diversity

cognitions, organizational policies)

Leadership characteristics: pro-diversity beliefs, capability to see

situations in different ways, personality (agreeableness, openness to

experience)

Group Diversity Conditions: belief in the value of diversity to enhance

engagement of underrepresented groups and enhance overall group

performance

Organizational policies: example is to use two interviewers in order help

eliminate bias

oBehaviors

creating psychologically safe environments

encourage divergent viewpoints

oOutcomes

inclusive leadership has direct effects on creativity and innovative work

behavior

psychological safety from leader inclusiveness has been linked to

followers learning from failures and enhance unit performance.

Inclusive leadership Ch. 12 Northouse

Leadership (MGT 115)