“…Although research is limited, it is possible that TFL may influence employees' affective commitment through creating a climate for inclusion. In other words, nonprofit leaders who help organizational members feel valued and appreciated in the work environment, that is, a climate for inclusion (Mor Barak et al, ) may foster an emotional attachment to the organization, that is, affective commitment (Meyer & Allen, ). Hypothesis 6: TFL will positively influence affective commitment through increasing a climate for inclusion .Several mediating variables have been examined in the TFL‐to‐performance relationship (do Nascimento, Porto, & Kwantes, ; Mayr, ; Ng, ), yet limited attention has been given to the possible mediating roles of climate for inclusion and affective commitment in this relationship, particularly in diverse nonprofit organizational contexts. More specifically, few studies in the nonprofit sector have examined how different levels of TFL in the organization (i.e., immediate supervisors and department‐level leaders) may increase climate for inclusion (at both the work group and department levels), thereby increasing affective commitment (at both levels), which may then influence work group performance.…”
Section: Literature and Conceptual Modelmentioning
Given the projected growth of workforce diversity in the United States and the fact that heterogeneous workforces result in both positive (increased retention and performance) and negative (increased conflict and turnover) organizational outcomes, nonprofit leaders are faced with the challenge of effectively managing their workforces. Findings ways to ensure positive workplace outcomes, such as employee commitment (an emotional attachment to the organization) and performance, is especially critical for the overall functioning of nonprofit organizations. Using longitudinal multilevel path analyses, this study examined whether transformational leadership influenced work group performance through both creating a climate for inclusion and increasing employee affective commitment in a diverse nonprofit health care organization. Results indicate that transformational leaders help increase perceptions of inclusion, which improves employee commitment to the organization, and ultimately enhances perceived work group performance. This suggests inclusion and affective commitment as key factors for how leaders can increase nonprofit performance.
“…Although research is limited, it is possible that TFL may influence employees' affective commitment through creating a climate for inclusion. In other words, nonprofit leaders who help organizational members feel valued and appreciated in the work environment, that is, a climate for inclusion (Mor Barak et al, ) may foster an emotional attachment to the organization, that is, affective commitment (Meyer & Allen, ). Hypothesis 6: TFL will positively influence affective commitment through increasing a climate for inclusion .Several mediating variables have been examined in the TFL‐to‐performance relationship (do Nascimento, Porto, & Kwantes, ; Mayr, ; Ng, ), yet limited attention has been given to the possible mediating roles of climate for inclusion and affective commitment in this relationship, particularly in diverse nonprofit organizational contexts. More specifically, few studies in the nonprofit sector have examined how different levels of TFL in the organization (i.e., immediate supervisors and department‐level leaders) may increase climate for inclusion (at both the work group and department levels), thereby increasing affective commitment (at both levels), which may then influence work group performance.…”
Section: Literature and Conceptual Modelmentioning
Given the projected growth of workforce diversity in the United States and the fact that heterogeneous workforces result in both positive (increased retention and performance) and negative (increased conflict and turnover) organizational outcomes, nonprofit leaders are faced with the challenge of effectively managing their workforces. Findings ways to ensure positive workplace outcomes, such as employee commitment (an emotional attachment to the organization) and performance, is especially critical for the overall functioning of nonprofit organizations. Using longitudinal multilevel path analyses, this study examined whether transformational leadership influenced work group performance through both creating a climate for inclusion and increasing employee affective commitment in a diverse nonprofit health care organization. Results indicate that transformational leaders help increase perceptions of inclusion, which improves employee commitment to the organization, and ultimately enhances perceived work group performance. This suggests inclusion and affective commitment as key factors for how leaders can increase nonprofit performance.
“…A potential starting point for developing policies and practices that engender inclusive climates involves minimizing structural inequalities, promoting fair treatment of employees, eliminating exclusionary decision-making practices, and generally doing away with norms that endorse assimilation (Leonardelli and Toh, 2011;Nishii, 2013;Ng and Metz, 2015;Mor Barak et al, 2016). It is clear that problems and challenges related to diversity in organizations and societies are interwoven and interdependent.…”
Media images of walls being erected or dismantled symbolize the global dilemma at the heart of the approach toward diversity during economically challenging times. Will communities, organizations, and nations become more isolated, exclusionary, and protective of scarce resources? Or will they embrace diversity for humanistic reasons and its potential to drive economic growth? This paper first critically examines the paradox of diversity and deems it false because it omits the important role of inclusion climate. It then presents a systematic review of the research. Findings indicate that people are more likely to blame ‘the other’ for their economic hardships, and as a result are more likely to express racism, prejudice, and xenophobia, giving rise to intergroup conflicts and strife. Yet research also links diversity with innovation and its potential to uplift and energize economies, a quality that is particularly important during times of economic hardship. Finally, the paper presents a theory‐based conceptual model, highlighting the central role of inclusion, and proposes directions for future research.
“…high perceptions of organizational diversity), employees had higher job satisfaction, organizational commitment, work engagement, and intentions to stay in the organization than in companies with unfavorable climates for inclusion (Mor Barak et al . ).…”
Section: Gender Dandi From a Pwo Perspectivementioning
confidence: 97%
“…Recent research demonstrates that such inclusive climates decrease relationship conflict and attrition in diverse organizations (see Mor Barak et al . ). Moreover, positive diversity climates boost women's advancement, unit‐level satisfaction, and employee engagement.…”
Section: Gender Dandi From a Pwo Perspectivementioning
Gender inequality is a widespread organizational challenge, however, research on gender in the workplace suffers from stagnation in mainstream management research. A positive work and organizations perspective has the capacity to augment problem‐focused gender research with new approaches to boosting gender equity. Yet, contributions that utilize such a perspective are sparsely spread across nearly two decades’ time and dozens of journals with differing disciplinary foci. This paper aims to reinvigorate gender research in management research by consolidating insights that have emerged through the application of a positive perspective. Therefore, we systematically review articles published in 21 management and psychological journals between 2001 and 2016. Four main themes emerged as drivers of gender research from a positive perspective: performance, social integration, well‐being, and justice/moral matters. The contributions within these themes highlight pathways to organizational flourishing through positive diversity and inclusion behaviors and practices. Thus, this paper provides a conceptual map for navigating and planning further research.
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