Positive Leadership: Relationships with Employee Inclusion, Discrimination, and Well‐Being

Abstract

The diverse nature of 21st‐century organizations has compelled leaders to minimize discrimination and bring about inclusion amongst their employees. One of the ways this can be achieved is through authentic, respectful, and inclusive leadership. The aim of the present paper was to (1) explore whether the three leadership styles can promote inclusion and curtail discrimination in the South African context and (2) ascertain whether this relationship has any bearing on well‐being across Dutch, German, Icelandic, Indonesian, and South African contexts. To reach these aims, two cross‐sectional studies have been conducted. In Study 1, 569 employees were surveyed, and results indicated that all three leadership styles loaded on a common latent factor (positive leadership) that was positively associated with both inclusion and discrimination. In Study 2, 1,926 employees were surveyed across the five countries. Results indicated that once again, the latent, positive leadership factor was positively associated with both inclusion and discrimination. Furthermore, inclusion, when compared to discrimination seemed to be a stronger mediator in the relationship between positive leadership and well‐being. We propose leadership development that will cultivate positive leadership behaviors for the benefit of employee well‐being and collaboration in increasingly diverse teams.

Advancing the Applied Psychology of Inclusion and Diversity: A Special Issue by Fons van de Vijver

“…As Shore et al (2011) outline, inclusion can be understood in terms of optimal distinctiveness theory (Brewer, 1991) whereby individuals strive both to belong to other groups and thus to assimilate but also to maintain a sense of distinctiveness and individuality. Hence, inclusion derives from having both strong relationships with others who accept and respect the individual as a member of their group, and who simultaneously appreciate the individuality and unique personal qualities that the individual has to offer (Adams, Meyers, & Sekaja, 2019; Shore et al, 2011). Inclusion contrasts with discrimination, whereby an individual is “regarded or treated as less favorably than others you due to belonging to a certain social group” (Adams et al, 2019, p. 4).…”

“…Hence, inclusion derives from having both strong relationships with others who accept and respect the individual as a member of their group, and who simultaneously appreciate the individuality and unique personal qualities that the individual has to offer (Adams, Meyers, & Sekaja, 2019; Shore et al, 2011). Inclusion contrasts with discrimination, whereby an individual is “regarded or treated as less favorably than others you due to belonging to a certain social group” (Adams et al, 2019, p. 4).…”

“…The second paper, by Adams et al (2019), examines leadership as an antecedent of inclusion and discrimination in the workplace as well as the consequences of employee inclusion and discrimination for employee well‐being (burnout and work engagement) and self‐efficacy. In two studies, Adams and colleagues introduce the concept of positive leadership as an enabler of workplace inclusion.…”

“…Thus, positive leadership rests on leaders knowing and accepting their authentic self. It entails relating to others in a way that creates high‐quality respectful relationships as well as signals that the leader is accessible, interested in, and values the perspective, thoughts, feelings, and skills of followers (Adams et al, 2019). Their second study finds that the effects of positive leadership on enhancing employee inclusion and mitigating discrimination replicate across five countries (Germany, Iceland, Indonesia, the Netherlands, and South Africa).…”

“…To do so, Grigorvan’s study asks us to focus on the group memberships that we have in common with others (e.g., similar age, job, being a parent, living in the same neighbourhood), rather than the ones that may differentiate us (e.g., ethnicity, immigration status, religion). Adams and colleagues (2019) provide important evidence on how leaders across different cultures can create inclusive workplaces by being authentic, respectful, creating belonging and valuing individual’s unique contributions (ideas, skills, etc.). Moreover, they show that doing so generates benefits for employee well‐being including higher work engagement, lower burnout, and enhanced employees’ self‐efficacy.…”