Breaking the Zero-Sum Game: Transforming Societies through Inclusive Leadership

Morgan, Ebere

doi:10.1108/978-1-78743-185-020171001

Cited by 6 publications

(4 citation statements)

References 69 publications

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“…However, our research found that feeling valued by senior management had the least influence in developing a sense of inclusion. Although the diversity literature suggests when top managers value diverse viewpoints, employees are more likely to report a sense of inclusion (Morgan, 2017), our result shows this to rank behind the role of immediate supervisors. We speculate that the workers in our sample are young (average 33.2 years old) and may have few opportunities to interact with senior management.…”

Section: Skilled Migrant Inclusion In Australiacontrasting

confidence: 74%

“…An environment of inclusive leadership that actively seeks out diverse viewpoints and ensures all voices are heard creates resilient individuals who engage and support one another with clarity and confidence. When employees perceive that top managers actively seek out diverse viewpoints, ensure that their voices are heard, perceive that procedures are fair and outcomes are shared, they are more likely to experience a sense of inclusion (Morgan, 2017). This sense of inclusion also results in a stronger work commitment and higher job performance (Shore et al, 2011).…”

Section: Valued By Senior Managementmentioning

confidence: 99%

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Promoting workplace inclusion and self-efficacy among skilled migrant workers in Australia

Rajendran

Waheduzzaman

2022

IJM

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PurposeAlthough skilled migrants have a high capacity for integration, many report experiences of exclusion which impacts their ability to contribute fully to the host country. This experience of exclusion, which can diminish their self-efficacy at work, is especially acute for skilled migrants from non-English speaking backgrounds when functioning in a new or exclusionary environment. In this paper, we explore the relationship between workplace inclusion and self-efficacy and identify factors that contribute to perceived inclusion for skilled migrant workers.Design/methodology/approachParticipants were recruited through social network groups representing migrant workers via LinkedIn. Through snowball sampling, participants were asked to recommend recent (3–5 years) skilled migrants to participate. A total of 210 skilled migrant workers to Australia completed the survey. Structural equation modelling (SEM) is used to test our model on the relationship between inclusion and self-efficacy.FindingsMigrants' perceptions of inclusion at work are related to their self-efficacy at work. We also find that some dimensions of inclusion are more important than others in enhancing self-efficacy for skilled migrants. Meaningful exchanges with supervisors, a sense of belonging at work and workgroup cohesion (being accepted by co-workers) are more important than senior management support or getting involved in organizational social activities as determinants of perceived inclusion.Social implicationsAlthough skilled migrants are often assumed to be a self-select group of highly motivated, high achieving workers, many experience poor adjustment and feel excluded after arriving in the host country. Public policies have limited effects in promoting inclusion of skilled migrant workers in organizations. These policies may be supplemented with an inclusive organizational climate to improve migrant worker success. Organizations and employers are thus critical partners in fostering migrant workers' sense of inclusion and supporting the career outcomes of skilled migrant workers in the host country.Originality/valueThis study supports the link between perceived inclusion and self-efficacy among skilled migrant workers. It also sharpens the evidence of organizational-level factors that contribute to perceived inclusion for migrant workers.

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Section: Skilled Migrant Inclusion In Australiacontrasting

confidence: 74%

Section: Valued By Senior Managementmentioning

confidence: 99%

Promoting workplace inclusion and self-efficacy among skilled migrant workers in Australia

Rajendran

Waheduzzaman

2022

IJM

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“…For example, "commitment to diversity and cultural competency" was determined as a category instead of two separate categories (one for diversity and one for cultural competency). While diversity and cultural competency are separate concepts, they are intertwined and viewed by some scholars (e.g., Molinari et al, 2019;Morgan, 2017) as mutually inclusive (i.e., should exist together).…”

Section: Methodsmentioning

confidence: 99%

“…Shore et al's (2011 theoretical findings and inclusion framework was critical to inclusion literature by showing that both the feelings of uniqueness and belonging are important to group members, not only one or the other (Randel et al, 2018). With this addition to inclusion research, there are still gaps in the research that explain how to create belongingness and uniqueness (Morgan, 2017).…”

Section: Figurementioning

confidence: 99%

THE PATH TO INCLUSION: A Literature Review of Attributes and Impacts of Inclusive Leaders

Fagan¹,

Wells²,

Guenther³

et al. 2022

Journal of Leadership Education

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The impending demographic shift in the United States (Vespa et al., 2020) will require leadership educators to reexamine the relationship between diversity and inclusive leadership. Our literature review revealed inclusive leadership has historically not been viewed with a diversity perspective. To better understand the link between diversity and inclusive leadership, we reviewed how leadership scholars, researchers, and authors have described the attributes and impacts of inclusive leaders. Through inductive coding, we identified seven attributes (i.e., characteristics and actions) of inclusive leaders. When these attributes are acted upon, inclusive leaders create various impacts on followers. These impacts are applied to Shore et al.'s (2011) inclusion framework. Both the attributes and impacts are presented to provide information and tools to better equip leadership educators with the knowledge to foster classroom inclusion in diverse classroom environments.

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Finding the Key to Positive Leadership: Applying Virtue Ethics and Inclusivity

Cissna

Schockman

2020

New Horizons in Positive Leadership and Change

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Breaking the Zero-Sum Game: Transforming Societies through Inclusive Leadership

Cited by 6 publications

References 69 publications

Promoting workplace inclusion and self-efficacy among skilled migrant workers in Australia

Promoting workplace inclusion and self-efficacy among skilled migrant workers in Australia

THE PATH TO INCLUSION: A Literature Review of Attributes and Impacts of Inclusive Leaders

Finding the Key to Positive Leadership: Applying Virtue Ethics and Inclusivity

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