Inclusive organizations: developmental reciprocity through authentic leader-employee relationships

Abstract

PurposeBuilding on previous research that focused on Walgreens inclusive managers in South Carolina and Georgia, we studied leadership practices in Connecticut where effective and inclusive teams are developed.Design/methodology/approachUsing the case study approach, interviews with over 90% of the managers in a Walgreens distribution center where over a third of its workforce of 500 employees has a disability were conducted.FindingsCreating an inclusive workplace dramatically altered the culture of the distribution center. Our findings highlighted how managers transitioned from a telling and demanding autocratic style with a focus on production numbers to an inclusive management leadership style with a focus on investing in people and balancing teams. Additional discoveries include the role of complexity leadership concepts as essential to inclusive management attributes. Our findings point to a new driver in inclusive organizations: resolving employee performance and attitude issues.Originality/valueWith 200 disabled employees in the distribution center, managers and employees applied complexity leadership, enabling adaptive behaviors that helped form relationships focused on shared decision-making and problem solving. Managers showed mindfulness and empathy in building authentic relationships. Employee openness and the creation of safe attachments allowed leaders to gain greater engagement with employees, higher adaptability, innovation and resiliency. Inclusion was perceived as a benefit to managers as well as to employees, changing the organizational culture toward authentic relationships while exceeding performance metrics.

The multilevel influence of supervisor helping behavior on employee voice behavior: A moderated mediation model

“…Additionally, employees will take the initiative to maintain good rapport with others when they expect to be rewarded (Cortez and Johnston, 2020). Simultaneously, the reciprocity principle states that when employees perceive benefits from supervisors, they will work harder to reward their boss (Moore et al, 2020). The work-related resources provided by the organization will affect employees' psychological perceptions.…”

Kesan Kepimpinan Kebaktian Terhadap Tingkah Laku Kewarganegaraan Organisasi: Komitmen Organisasi sebagai Pengantara

“…Menurut Khaola dan Rambe (2020), apabila komitmen organisasi wujud, maka kepimpinan kebaktian berupaya meningkatkan kecenderungan kakitangan untuk mempamerkan OCB dan seterusnya memberi kesan yang terhadap keberkesanan organisasi. Menurut Moore et al (2020), perkhidmatan pemimpin kepada kakitangan akan menghasilkan perkhidmatan timbal balik daripada kakitangan kepada pemimpin. Jika pemimpin melayani kakitangan, maka kakitangan akan meneladaninya dengan memberi perkhidmatan kepada orang lain (Greenleaf 1977).…”

“…Keadaan ini amat bersesuaian dengan konsep organisasi bukan berasaskan keuntungan yang memberi perkhidmatan kepada masyarakat. Pendekatan yang sama turut diperjelaskan oleh Moore et al (2020), iaitu kakitangan yang…”

An Integrative Review on the Research Progress of Mindfulness and Its Implications at the Workplace

“…Neuroticism is a boundary condition in the mediation effect of relatedness need satisfaction in the said association [87]. Similarly, scientists revealed that leaders with greater mindfulness build authentic leadership behaviors with their subordinates, and gain greater adaptability, innovation, resiliency, and improved engagement [88]. Thus, evaluating the trait mindfulness of job applicants for leadership positions is suggested [89].…”