تحقق نتایج مثبت از طریق تعلق پذیری و پر ارزش بودن
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تحقق نتایج مثبت از طریق تعلق پذیری و پر ارزش بودن

عنوان فارسی مقاله: رهبری فراگیر: تحقق نتایج مثبت از طریق تعلق پذیری و پر ارزش بودن برای یگانگی
عنوان انگلیسی مقاله: Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness
مجله/کنفرانس: بررسی مدیریت منابع انسانی - Human Resource Management Review
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت اجرایی، مدیریت عملکرد، مدیریت منابع انسانی
کلمات کلیدی فارسی: مشارکت، گروه های گوناگون کار، رهبری
کلمات کلیدی انگلیسی: Inclusion، Diverse work groups، Leadership
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journal List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.hrmr.2017.07.002
دانشگاه: Management Department, Fowler College of Business Administration, San Diego State University, 5500 Campanile Drive, San Diego, CA 92182, United States
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2018
ایمپکت فاکتور: 3/712 در سال 2017
شاخص H_index: 72 در سال 2019
شاخص SJR: 1/675 در سال 2017
شناسه ISSN: 1053-4822
شاخص Quartile (چارک): Q1 در سال 2017
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 14
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: خیر
کد محصول: E11196
فهرست انگلیسی مطالب

Abstract


1- Inclusive leadership


2- Conceptualizing inclusive leadership


3- Specifying inclusive leadership behaviors


4- Inclusive leadership vis a vis other leadership styles


5- Theory and propositions


6- Discussion


7- Conclusion


References

نمونه متن انگلیسی مقاله

Abstract


We introduce a theoretically-grounded conceptualization of inclusive leadership and present a framework for understanding factors that contribute to and follow from inclusive leadership within work groups. We conceptualize inclusive leadership as a set of positive leader behaviors that facilitate group members perceiving belongingness in the work group while maintaining their uniqueness within the group as they fully contribute to group processes and outcomes. We propose that leader pro-diversity beliefs, humility, and cognitive complexity increase the propensity of inclusive leader behaviors. We identify five categories of inclusive leadership behaviors that facilitate group members' perceptions of inclusion, which in turn lead to member work group identification, psychological empowerment, and behavioral outcomes (creativity, job performance, and reduced turnover) in the pursuit of group goals. This framework provides theoretical grounding for the construct of inclusive leadership while advancing our understanding of how leaders can increase diverse work group effectiveness.


Inclusive leadership


Because the construct of inclusion is central to our theorizing regarding inclusive leadership, it is important to clarify what we mean by “inclusion.” We build on the definition of inclusion proposed by Shore et al. (2011, p. 1265) as “the degree to which an employee perceives that he or she is an esteemed member of the work group through experiencing treatment that satisfies his or her needs for belongingness and uniqueness.” This definition is theoretically anchored by optimal distinctiveness theory, which is an extension of social identity theory (Brewer, 2012). Optimal distinctiveness theory argues that individuals have the need to be both similar and different from others simultaneously (Brewer, 1991). Shore et al.’s conceptualization of inclusion is distinct from other ways that inclusion has been viewed by stating explicitly that individuals' needs for belongingness (the need to develop and maintain robust and stable interpersonal relationships; Baumeister & Leary, 1995) and uniqueness (the need to preserve a distinctive sense of self; Snyder & Fromkin, 1980) both must be addressed in order to feel a sense of inclusion. This definition also explicitly refers to an individual's experience within a work group. Shore et al.’s (2011) view of inclusion captures several themes present in the inclusion literature, which has described being accepted (belongingness) as well as acknowledging individual talents and allowing individuals' voices to be heard and appreciated (uniqueness) (e.g., Mor Barak, 2000; Pelled, Ledford, & Mohrman, 1999).

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