Inclusion
This is the 1987 report that said companies needed to integrate and support women and people of color in the workplace to stay competitive.
Workforce 2000
This is the answer to whether inclusive leadership is learned or developed.
Both
This is why it’s important for an inclusive leader to recognize both their strengths and weaknesses.
Because self-awareness helps leaders use their strengths effectively and avoid unintentionally excluding others due to their weaknesses.
This leadership model emphasizes valuing diversity, fostering a sense of belonging, and ensuring equity in decision-making.
The model of inclusive leadership.
These are the leadership behaviors Sondra could apply and the reasons why they would be effective.
She should ensure justice and equality, and support for Antonio.
In the inclusion framework diagram, this section describes people who feel accepted but are expected to conform to hide their uniqueness.
Assimilation
These are the two relational leadership theories that inclusive leadership is consistent with.
Leader-member exchange and transformational leadership
This is how overusing a strength can turn into a weakness in inclusive leadership.
Strengths become liabilities when overused or applied in the wrong context. Inclusive leadership requires balance knowing when to lead and when to listen.
An inclusive leader demonstrates this quality by actively seeking out and appreciating diverse perspectives, ensuring all voices are heard.
Openness.
This is how Quinn can make team meetings more inclusive.
He should encourage divergent viewpoints, appreciate all views and contributions, and invite input from others.
According to Shore, these two psychological needs must be met in order for employees to feel included.
Belongingness and Uniqueness
This is the aim of inclusive leadership.
Create an organizational environment in which everyone feels a sense of belonging while also feeling valued for their unique attributes.
This is how humility helps inclusive leaders when acknowledging their weaknesses.
Humilty helps them see vulnerability as a strength, which invites others to contribute where they fall short, and builds trust within the team.
This term refers to the unconscious attitudes or stereotypes that affect decision-making and can hinder inclusivity in leadership
Implicit bias.
These are the actions Quinn’s team members can take to create a more inclusive environment.
They should avoid dominating the conversation, actively listen to other’s ideas, and remain respectful to one another.
This is the key difference between inclusive leadership and participative leadership.
Inclusive leadership focuses on including the people whose perspective may have otherwise been ignored, where participative leadership emphasizes shared decision making regardless of status.
This is why being approachable is important in inclusive leadership.
It reduces status differences, encourages diverse viewpoints, and removes barriers to interaction, especially for outsiders.
This is how team members benefit when a leader is transparent about their limitations.
It creates psychological safety and encourages others to be open too, it builds a culture where learning and growth are prioritized over perfection.
In inclusive leadership, this key behavior involves creating an environment where all team members feel psychologically safe to express their ideas without fear of judgment.
Fostering psychological safety.
This is what active listening means in Dr. Marshall’s case study, and why it can be challenging to practice.
It is understanding the true meaning behind someone’s words and the message they are trying to communicate. It is difficult as people must be very intentional in listening to what someone is saying, and paying attention to their tone, posture, and all other forms of communicative actions.
These are the three goals of inclusive leadership.
Creating a shared identity and belonging
Reducing status differences
Facilitating equal participation and involvement
This is how an inclusive leader can foster a sense of shared identity among group members.
Expressing gratitude for others’ contributions, inviting and appreciating all help, and making members feel like part of the in-group.
This is how inclusive leaders can work on their weaknesses without losing credibility.
Embracing self-reflection, being open to feedback, setting improvement goals, and showing visible effort.
Inclusive leaders must develop this competency to understand and respect cultural differences, enabling them to lead diverse teams effectively.
Cultural intelligence (CQ).
These are the leadership behaviors Dr. Marshall demonstrates and how they have helped her succeed in her role.
She exhibits almost all of them, most notably being available and accessible, inviting input from others, and incorporating member’s knowledge, skills, and abilities. These behaviors have allowed her to truly understand the issue she was facing, and utilize outside perspectives to reach a satisfying solution.