Leadership development programs in the context of diversity management: evidence from Poland

Abstract

PurposeThe aim of this study is to examine leadership development programs in the context of diversity and inclusion and from the perspective of their owners.Design/methodology/approachThe core of the qualitative study was the 26 in-depth interviews that were conducted. The participants were selected purposefully. The data analysis was based on reflexive thematic analysis.FindingsThe analysis resulted in three themes. (1) “Policy” encompasses thoughts and an understanding of common diversity activities at the organizational level. Anti-discrimination, diversity, inclusion, tolerance, equality, cognition, acceptance and equal opportunity were factors in this narrative. (2) “Inclusion in the role” deals with the perception of diversity in terms of program recruitment. In this context, inclusion is defined by socially acceptable criteria of non-exclusion. (3) “Leadership development” represents the justification for addressing diversity and diversity activities. The findings suggest that the perception of an organization as homogeneous provides an argument for not addressing the diversity connoted with problems and inequities.Research limitations/implicationsQualitative research does not aim to generalize but to identify conceptual threads. Only the perspective of LDPs' managers was adopted. The selection of the purposive sample was guided by the criterion of active management of LDPs, to obtain as much information as possible about nurturing leaders.Originality/valueThe research findings expand knowledge on the perception of the role of diversity and indicate the benefits of diversity discussed in leadership training interventions. The study may become a starting point for capitalizing on leadership development in sustainable development.

The Role and Impact of Saudi Vision 2030 in Leadership Development

“…The Design of Effective Leadership Development Programs Stage and Meier (2022) state that LD programs can be designed to be more effective by integrating customization devices that widen participants' experiences. Similarly, Majczyk (2022) suggests that diversity and inclusion is essential factor in designing effective LD programs. Specifically, customization tools such as theoretical frameworks, practical examples, and interconnections, have the potential to create a sense of detachment among individuals engaged in a specific field, foster their commitment to a particular program, and strategize forthcoming initiatives (Parapini et al, 2022).…”

Effect of Workplace Diversity Management on Employee Commitment in the Nigerian Public Sector: A Conceptual Review

“…Policy borders around thoughts and understanding of diverse tasks in an organization while program is perceived as activities in the organization that reflect inclusion such as recruitment, non-exclusion, leadership development (Majczyk, 2022). These policies and programs some of which include anti-discrimination, diversity, tolerance, equality, cognition, acceptance, and equal opportunity are critical for employee engagement and commitment as they are expected to pledge the organization's dedication to ensure equity and inclusion in a diverse workforce.…”

Impact of Workplace Diversity Management on Employee Commitment in the Nigerian Public Sector

“…This is because an organization where equal opportunity exists, is associated with meritocracy. Policies and Programs Policy borders around thoughts and understanding of diverse tasks in an organization while program is perceived as activities in the organization that reflect inclusion such as recruitment, non-exclusion, leadership development (Majczyk, 2022). Chakraborty and Chatterjee (2020) opined in their study that policies and programs by organizations such as gender diversity management policies and practices in India are not only implemented because the organisations are compelled by the laws of the land but also because of perceived economic benefit such as enhanced commitment.…”

“…Several scholars (Garcia-Rodgriguez et al, 2020;Alshaabani et al, 2021;Batmomolin et al, 2022;Mousa, 2020;Le et al, 2020;Chen et al, 2022;Majczyk, 2022;Chakraborty & Chatterjee, 2020;Haque et al, 2020;Yogalakshmi & Suganthi, 2018;Triguero-Sánchez et al, 2022;Jaiswal et al, 2022;Podsiadlowski et al, 2013;Ganji et al, 2021;Kim & Park, 2017;Sharma et al, 2020) have looked into the effect of workplace diversity management on employee commitment.…”

“…The findings revealed that the way justice was handled had an imme-Journal of Human Resource and Sustainability Studies diate and negative effect on how long physicians and nurses wanted to stay in their jobs. Majczyk (2022) investigated "leadership development programs in the context of diversity management: evidence from Poland" using the purposive sampling method with a sample size of 26 employees while the data was analysed with the reflexive thematic analysis tool. The findings showed that organizations perceived as homogeneous have negative relationship with diversity and employee commitment.…”