Diversity as an aspect of effective leadership: integrating and moving forward

Abstract

Purpose – The purpose of this paper is to elaborate an integrative framework that positions diversity considerations in a continuum of various leadership theories. The authors thus seek to differentiate between distinct leadership styles and assess their potential in fostering inclusive leader behaviors. Design/methodology/approach – The authors proceed to a brief review of the extant literature on diversity leadership by distinguishing between diverse followers and diverse leaders on one hand, and leadership styles in diverse and heterogeneous teams, on the other. The authors then provide a rationale for leadership theories that are more likely to support leader inclusiveness and foster inclusive leader and follower behaviors. Findings – Four distinct theoretical frameworks capturing the importance of emerging leadership theories (ethical, authentic. servant and spiritual leadership) for informing caring and inclusive climates, are introduced. The authors thus seek to delineate leadership styles effectively entrenched in organizational environments valuing, affirming and supporting diversity, which can better fit to inclusiveness goals. Practical implications – In view of designing and implementing inclusive initiatives, organizations should consider the specific context in which diverse leaders operate and through which diverse followers interact with diverse leaders. In so doing, corporations should encourage leadership styles that effectively combine goal attainment with an unconditional affirmation of the intrinsic value of diversity. Originality/value – The paper offers certain insights into the particular conditions that may help organizational leaders implement inclusion strategies facilitating thriving and fulfillment of diverse employees. In this respect, the authors elaborate on distinct leadership frameworks that are more pertinent to, and commensurate with inclusiveness objectives.

Inclusion and commitment as key pathways between leadership and nonprofit performance

“…The current study empirically demonstrated that transformational leaders help foster an inclusive work environment wherein employees feel valued for their unique characteristics and that they belong as important members of the group. This extends previous theoretical frameworks that have suggested TFL as a possible leadership approach that may foster an inclusive climate (Gotsis & Grimani, ) by empirically examining TFL with perceptions of inclusion at both the department and work group levels. The leader's ability to inspire a shared vision of the future and create equitable employment practices has been conceptualized as key aspects of TFL and critical to fostering inclusion (Gotsis & Grimani, ; Guillaume et al, ).…”

“…This extends previous theoretical frameworks that have suggested TFL as a possible leadership approach that may foster an inclusive climate (Gotsis & Grimani, ) by empirically examining TFL with perceptions of inclusion at both the department and work group levels. The leader's ability to inspire a shared vision of the future and create equitable employment practices has been conceptualized as key aspects of TFL and critical to fostering inclusion (Gotsis & Grimani, ; Guillaume et al, ). More specifically, inclusive work‐related policies and practices are those that empower employees and promote the integration of differences (Guillaume et al, ).…”

The Diversity Intelligent Servant Leader: Developing Leaders to Meet the Needs of a Diverse Workforce

“…Moreover, the study of leadership antecedents is not often addressed (Barbuto & Wheeler, 2002;Hu, Wang, Liden, & Sun, 2012;Peus, Wesche, Streicher, Braun, & Frey, 2012;Sims, Gong, & Hughes, 2017). I argue that diversity intelligence is necessary for servant leadership to be realized, and advance that those leaders who execute greater diversity intelligence are more likely to behave and be perceived as servant leaders (Barbuto, Gottfredson, & Searle, 2014;Gotsis & Grimani, 2016;Hughes, 2016;van Dierendonck & Patterson, 2015).…”

Barriers of organizational inclusion: A study among academics in Egyptian public business schools

“…Leadership styles and governance structures also play crucial rules when managing inclusion within the diverse workforce. For example, Gotsis and Grimani [33] differentiate between distinct leadership styles and assess their potential in fostering inclusive leader behaviours and found four emerging leadership styles (ethical, authentic. servant and spiritual leadership) for informing inclusive climates within organisations.…”