From Diversity to Inclusion

Abstract

This article explores the dynamics of diversity and inclusion in the context of boards of directors in the nonprofit sector. Our multimethod study builds on current diversity research by exploring social microprocesses of inclusion in diverse governing groups. We consider functional and social approaches to inclusion within boards, and address the potential for more transformative inclusion. Our findings suggest significant opportunities for meaningful change by shifting focus from diversity to inclusive practices within diverse groups.

Inclusion and commitment as key pathways between leadership and nonprofit performance

“…The current study aimed to examine whether transformational leadership (TFL), one of the most widely studied leadership approaches in the organizational literature (Ng, 2017;Van Knippenberg & Sitkin, 2013), and climate for inclusion, a relatively new concept in the nonprofit organizational literature (Mor Barak et al, 2016), may be important factors for increasing employee commitment and ultimately performance in a diverse nonprofit health care organization. Considering the organizational context is especially critical when examining how leadership may increase commitment and performance in diverse nonprofit organizations (Fredette, Bradshaw, & Krause, 2015;Joshi & Roh, 2009). More specifically, a climate of inclusion may be a key factor in helping leaders increase employee commitment and performance in diverse nonprofit work contexts.…”

The Evolution of Nonprofit Governance Research: Reflections, Insights, and Next Steps

“…There is also a relationship between managers and donors on boards and governance effectiveness (Jegers, 2009). However, Fredette et al (2016) document that diversity has little impact on board or organizational performance unless structures and practices exist to ensure full inclusion. Related, Ostrower and Stone (2006) report that elements of board diversity must be examined in relation to each other as well as individually.…”

Does Gender Congruence Make a Difference in Female Members’ Volunteering Behaviors?

“…To conclude, Bradshaw & Fredette (2013) and Fredette et al (2016) emphasize the importance of policy, culture, and processes in engaging members in meaningful ways in nonprofit organizations. We also suggest that, in the context of membership associations, the length of membership, the association being one's primary association, and the congruence of professional or epistemological identity (for example, urban affairs or feminist theory) could play a mediating or moderating role in the relation between gender congruence and volunteering behaviors.…”

“…On one hand, a diversity gap challenges organizational legitimacy and ability to fulfill the mission (Moore, 2000). On the other hand, scholars (Abzug & Galaskiewicz, 2001;Bradshaw & Fredette, 2013;Fredette et al, 2016) have argued that diversity can have positive implications on organizational and board performance, especially when it comes to fiduciary responsibility, organizational responsiveness, and stakeholder engagement, particularly those who are not typically engaged (Brown, 2005;Fredette & Sessler Bernstein, 2019;Jaskyte, 2012). We turn our attention to engagement.…”