Kenna Cottrill, Patricia Denise Lopez and Calvin C. Hoffman
The purpose of this paper is to examine perceptions of inclusion and related factors, to understand how organizations can encourage and facilitate the full participation of…
Abstract
Purpose
The purpose of this paper is to examine perceptions of inclusion and related factors, to understand how organizations can encourage and facilitate the full participation of employees. The research explored authentic leadership (AL) as an antecedent of inclusion, and two outcomes, organization-based self-esteem (OBSE) and organizational citizenship behavior (OCB).
Design/methodology/approach
Using an online survey, data were collected from 107 primary and 219 peer participants in various industries throughout the USA. Primary participants provided perceptual ratings on inclusion, AL, OBSE and OCB. Co-workers assessed primary participants’ OCB.
Findings
AL was positively related to inclusion (β=0.58, p<0.01) as well as self-rated OCB (β=0.36, p<0.01). Inclusion was positively associated with OBSE (β=0.48, p<0.01) and self-rated OCB (β=0.63, p<0.01). Inclusion mediated the relationship between AL and self-rated OCB. OBSE mediated the relationship between inclusion and self-rated OCB. All analyses controlled for the effects of race and gender.
Practical implications
Results suggest organizations can promote inclusive environments through AL, and that inclusive environments promote employees’ work-related self-esteem and their willingness to go above and beyond in their jobs.
Originality/value
This paper examines previously unstudied relationships, thus contributing to organizational theory and practice.