Enhancing Employee Voice and Inclusion Through Inclusive Leadership in Public Sector Organizations

Abstract

This article explores the impact of inclusive leadership behaviors on Indigenous voice and the perception of workplace inclusion by Indigenous employees in Vietnam public agencies. Drawing from qualitative research with managers and Indigenous employees in three public organizations, we found that, first, inclusive leadership behaviors promoted workplace diversity by supporting Indigenous presence through recuitment; training and development opportunities; and promotion into decision making roles. Second, inclusive leadership facilitated Indigenous belongingness by accepting Indigenous employees as important group members, and sympathizing with their challenges. Third, in the context of a Confucian and collectivist-influenced country, inclusive leadership played a crucial role in valuing Indigenous uniqueness by encouraging their voice over their work; valuing their contributions; and respecting their differences. Theoretical and practical implications are discussed.

Do Inclusive Workplace Policies Foster Employer Attractiveness? Comparative Evidence From an Online Employer Review Platform

“…According to the International Labor Organization (ILO), inclusion is achieved when all employees “feel valued for who they are, the skills and experience they bring and the extent to which they have a strong sense of belonging with others at work” (ILO, 2022, p. 28). This goal and corresponding policies, practices, and principles have recently attracted increased attention in public management scholarship (e.g., (Alang et al, 2022; Atkinson et al, 2022; Groeneveld & Verbeek, 2012; Jiang et al, 2022; Moon, 2018). Public organizations should indeed have a serious interest in inclusive workplaces, as equal treatment and social cohesion are core values in the public realm (Jørgensen & Bozeman, 2007).…”

“…This study makes three contributions to the public administration literature: First, it broadens the stream of literature on inclusiveness in the public sector, an issue that has recently gained momentum in public management scholarship (e.g., Alang et al, 2022; Groeneveld & Verbeek, 2012; Moon, 2018). This analysis specifically contributes to the still small body of previous research on the impacts that inclusive workplace policies and practices may have on public sector organizations.…”

Interpretive structural modelling: Hierarchical relationship model of appreciating diversity competency for educational leaders

“…According to Hassanzadeh et al [22], Malaysian leaders especially from public organizations should level up into becoming global leaders instead of being fossilize in domestic competency. In order to juxtaposed themselves into becoming a global leader, ELs who administer and lead the education system should start by appreciating diversity of their organization i.e., to be able to appreciate, understand, motivate organizational communities from multi-cultural background, different generations, religion, eras, skills, abilities and knowledge, different frames of mind and ideological perspective [23], [24]. Leadership recruitment and appointments should be based on competency and merit instead of ethnicity.…”

“…Public organization that is represented by various cultural ethnicity requires effective communication. ELs were recommended by experts to understand one's culture to ease the communication process that could bloom into a harmony environment without offending one's cultural background [23]. Finally, for dimension 1, competency 3 (ELs strive to learn the culture of a new place) can only be achieved after an EL respects, be inclusive and flexible as well understands one's culture for effective communication.…”

Unraveling Determinants of Inclusive Leadership in Public Organizations

“…A diverse and inclusive work environment is valued for realizing social equity and fairness (Meier, 2023; Riccucci & Van Ryzin, 2017). The integration of diverse identities, perspectives, and voices into core work and decision-making processes is crucial for inclusive public service delivery (Alang et al, 2022; Ely & Thomas, 2001; Getha-Taylor et al, 2020). Yet, despite many efforts, public organizations do not always succeed in diversifying and/or fail in fostering inclusiveness (Ashikali et al, 2021b; McCandless et al, 2022; Riccucci, 2021).…”