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Workforce diversity requires broader vision and scope in managing diversity so that there is greater inclusion inside and outside organizations. This paper provides this vision by extending the stream of workforce diversity research to community-oriented inclusion and its processes. The authors interviewed 34 people with disabilities and 40 people without disabilities who were stakeholders of community arts and sports organizations. The participants with disabilities were mainly arts audiences, artists and sports athletes, and the participants without disabilities were mainly managers and government officials. The key findings report the importance of inclusion through common interest groups being facilitated by (1) non-minority specific communal activities, (2) listening to minority voices, (3) multidimensional accessibility, (4) availability of organizational and natural champions and (5) cross-boundary networks and collaborations. In order to create more inclusive organizations, the authors suggest that private organizations need more community-oriented values, goals and strategies that foster boundaryless inclusion of people with disabilities and other minority groups in organizations and society.We would like to thank Associate Editor Professor Stella Nkomo and three anonymous reviewers for their time and valuable suggestions for this article.

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Under the leadership of Mayor Shirley Franklin, the City of Atlanta introduced a new operating model for municipal government in early 2002. A central component of that effort has been a performance-measurement system-the "Atlanta Dashboard"-designed to assess various aspects of municipal performance and, through that assessment, to improve the efficiency and effectiveness of municipal services.This article describes the development and operation of the Atlanta Dashboard and compares it to similar systems in other cities. We offer this profile in the belief that the Dashboard may be of interest to other municipal governments, to other units of government, and to academics concerned with performance measurement. Although the Dashboard is unlikely to fit perfectly the needs of other cities, an understanding of Atlanta's experience may be useful to other municipalities as they develop or modify their own performance-measurement systems.Toward that end, this article first describes why the Atlanta Dashboard developed as it did and how it works. We then compare the Dashboard to other "balanced measures" systems that have recently been adopted by or recommended for municipal governments. This comparison will highlight the special challenges that municipalities face in developing performance-measurement systems and suggest how a system such as the Atlanta Dashboard can help to meet these challenges.

Research Approach: This in-depth qualitative case study explores one school leader’s enactment of social justice leadership in an elementary school in Ciudad Juárez, Mexico. Analysis of interviews and observations revealed how this leader adapted her leadership to prioritize the severe needs of families and students in one of the world’s most violent cities. Findings: The article describes how the leader made sense of the community and its needs. Then, it examines how the leader enacted social justice leadership by addressing the out-of-school challenges that affected student achievement and well-being. Consequently, the leader’s focus shifted toward meaningful family engagement through adult education, community advocacy, and critical questioning of the status quo. Implications: Implications for future research, theory, and administrator preparation programs are presented at the conclusion of the article.