The purpose of this paper is to explore the challenges and opportunities created for inclusion by the election and installation of Donald Trump as the 45th President of the USA.
Abstract
Purpose
The purpose of this paper is to explore the challenges and opportunities created for inclusion by the election and installation of Donald Trump as the 45th President of the USA.
Design/methodology/approach
The paper uses the author’s personal and professional experience and perspectives to raise and address questions about the limits of inclusion, alternative perspectives on inclusion, and approaches for sustaining attention to and continuing to foster inclusion.
Findings
Although inclusion can be conceptualized in different ways, a nuanced and complex view that incorporates limits to tolerance of behavior that undermines inclusion along with clear rules of engagement, civility, and respect may be most useful and productive.
Originality/value
The paper applies a paradoxical perspective to understanding the implications of a Trump administration for the practice of inclusion, including those particularly relevant for organizational diversity and inclusion practitioners.
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Sunaina Chetan Kuknor and Shubhasheesh Bhattacharya
This paper aims to investigate the relationship between inclusive leadership (IL) and organizational inclusion (OI) in literature and explores the contribution of IL and OI in…
Abstract
Purpose
This paper aims to investigate the relationship between inclusive leadership (IL) and organizational inclusion (OI) in literature and explores the contribution of IL and OI in human resources development (HRD).
Design/methodology/approach
The systematic literature review was undertaken from peer-reviewed journals. In total, 68 articles were critically analyzed to be included in the review highlighting the relationship between IL and OI.
Findings
The paper provides insights into leader behaviors that foster IL and how it differs from other styles of leadership. The paper also proposes a theoretical model to show the relationship between IL and OI.
Practical implications
The study will facilitate creating awareness in practitioners and academicians who think inclusion is mostly concerned with disabled learners, which is misleading. The paper will help the concerned stakeholders to formulate HRD practices to foster an inclusive culture at work.
Originality/value
The paper explores an area less researched and is among the few review papers investigating through the relationship between IL and OI and how they impact HRD practices in an organizational set-up.
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This chapter explores recent shifts from diagnostic to more dialogic, relational, and emergent OD practices and poses the question: How is diversity and inclusion integral to…
Abstract
This chapter explores recent shifts from diagnostic to more dialogic, relational, and emergent OD practices and poses the question: How is diversity and inclusion integral to Dialogic OD and how do Dialogic OD practices support the goals of diversity and inclusion? Dialogic OD practices turn our attention to the deeply embedded patterns that we may otherwise take for granted, foster a readiness to disrupt these patterns, and enable a shift to alternative and perhaps more inclusive narratives. My focus is on how the dialogic and communication perspectives address systemic forces that maintain undesirable prevailing narratives and build the capacity to create more inclusive communities.
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Chrystalla Vassou, Antonis L. Theocharous and Anastasios Zopiatis
The importance of inclusive leadership has been recognized by scholars and practitioners alike. However, the ways in which inclusive leadership can be achieved and implemented in…
Abstract
Purpose
The importance of inclusive leadership has been recognized by scholars and practitioners alike. However, the ways in which inclusive leadership can be achieved and implemented in hospitality seem to be unclear. In order to answer how inclusive leadership can be put into practice in hospitality, this paper explores (1) employees' and managers' perceptions of inclusion and (2) diversity practices in hotel organizations.
Design/methodology/approach
By espousing a qualitative methodology, semi-structured interviews with management representatives, as well as local and foreign employees of 4- and 5-star hotel organizations, were utilized in order to identify what inclusive leadership looks like in theory and in practice. Data were analyzed via thematic analysis and the utilization of the NVivo software.
Findings
Findings suggest that an inclusive leader should be caring and respectful, pursue fair treatment, support employee development, express employee appreciation and recognize their role in social inclusion more widely.
Originality/value
This original work reduces the research-practice gap in the field of diversity management by providing succinct recommendations to hospitality managers in the form of an adaptable best practice framework. The diagrammatic framework includes the values related to inclusive leadership as they emerged, as well as the practices through which each theme could be enacted.
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To highlight the gender and diversity in organizations (GDO) division's conference program at the 66th Annual Meeting of the Academy of Management (AoM).
Abstract
Purpose
To highlight the gender and diversity in organizations (GDO) division's conference program at the 66th Annual Meeting of the Academy of Management (AoM).
Design/methodology/approach
A select group of presentations are summarized based on observation, notes, discussions, and reading of material.
Findings
Attempts to advance diversity are being made via a variety of avenues to include research, teaching, and service efforts. Presentations illustrated how important diversity is at the individual, organizational, and societal levels of analysis.
Originality/value
The GDO division of the AoM is making positive strides as it relates to advancing diversity. This report summarizes some of the key contributions made during this conference.
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Nandan Prabhu K.P., Lewlyn Rodrigus L.R., Ramana Kumar K.P.V. and Yogesh P. Pai
The purpose of this paper is to investigate the moderating role of workplace spirituality (WS) in the relationship between team transformational leadership (TTL) and team…
Abstract
Purpose
The purpose of this paper is to investigate the moderating role of workplace spirituality (WS) in the relationship between team transformational leadership (TTL) and team viability (TV) under the theoretical lens of the theory of optimal distinctiveness of identities.
Design/methodology/approach
This study adopted quantitative, cross-sectional research design at the team level of analysis among 141 software development project teams that belonged to 22 information technology (IT) organizations in the Indian IT sector to evaluate the effect of TTL behavior on TV under the conditional presence of WS.
Findings
This research has found empirical evidence to show that TTL is positively associated with TV or the team members’ desire to be a part of future performance episodes of their team. However, this research has shown that the relative effect of WS on the relationship between TTL and TV is weaker in those teams that experience higher levels of WS than those teams that experience lower levels of WS.
Originality/value
This research’s originality exists in its team-level conceptualization of WS, a gap in prior research addressed by this paper, in order to evaluate the interactive effects of team-level conceptualizations of transformational leadership and WS on TV. Further, this paper’s originality stems from the explanation of TV as the result of desirable balance between team members’ needs for within-team inclusion and within-team differentiation.