Inclusive leadership: new age leadership to foster organizational inclusion
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...
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| Veröffentlicht in: | European journal of training and development 2022-11, Vol.46 (9), p.771-797 |
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| container_issue | 9 |
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| container_title | European journal of training and development |
| container_volume | 46 |
| creator | Kuknor, Sunaina Chetan Bhattacharya, Shubhasheesh |
| description | 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. |
| doi_str_mv | 10.1108/EJTD-07-2019-0132 |
| format | Article |
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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.</description><identifier>ISSN: 2046-9012</identifier><identifier>EISSN: 2046-9020</identifier><identifier>EISSN: 2046-9012</identifier><identifier>DOI: 10.1108/EJTD-07-2019-0132</identifier><language>eng</language><publisher>Limerick: Emerald Publishing Limited</publisher><subject>Behavior ; Beliefs ; Corporate culture ; Diversity ; Educational Environment ; Employee behavior ; Employees ; Heterogeneous Grouping ; Human Capital ; Inclusion ; Initiatives ; Job Performance ; Job Satisfaction ; Labor Force ; Labor Force Development ; Labor Turnover ; Leaders ; Leadership ; Leadership Styles ; Leadership Training ; Literature Reviews ; Locus of Control ; Multiculturalism & pluralism ; Organizational Culture ; Periodicals ; Physical Education ; Physical Education Teachers ; Research Methodology ; Researchers ; Self Efficacy ; Social Attitudes ; Students with Disabilities ; Transformational Leadership ; Work Environment ; Workforce</subject><ispartof>European journal of training and development, 2022-11, Vol.46 (9), p.771-797</ispartof><rights>Emerald Publishing Limited</rights><rights>Emerald Publishing Limited.</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c384t-61b9407d8e0cafed4b6f0c9148ccb99a77021b3b9c91366ebdf558b2852d29273</citedby><cites>FETCH-LOGICAL-c384t-61b9407d8e0cafed4b6f0c9148ccb99a77021b3b9c91366ebdf558b2852d29273</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/EJTD-07-2019-0132/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>314,780,784,21695,27924,27925,53244</link.rule.ids><backlink>$$Uhttp://eric.ed.gov/ERICWebPortal/detail?accno=EJ1357529$$DView record in ERIC$$Hfree_for_read</backlink></links><search><creatorcontrib>Kuknor, Sunaina Chetan</creatorcontrib><creatorcontrib>Bhattacharya, Shubhasheesh</creatorcontrib><title>Inclusive leadership: new age leadership to foster organizational inclusion</title><title>European journal of training and development</title><description>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.</description><subject>Behavior</subject><subject>Beliefs</subject><subject>Corporate culture</subject><subject>Diversity</subject><subject>Educational Environment</subject><subject>Employee behavior</subject><subject>Employees</subject><subject>Heterogeneous Grouping</subject><subject>Human Capital</subject><subject>Inclusion</subject><subject>Initiatives</subject><subject>Job Performance</subject><subject>Job Satisfaction</subject><subject>Labor Force</subject><subject>Labor Force Development</subject><subject>Labor Turnover</subject><subject>Leaders</subject><subject>Leadership</subject><subject>Leadership Styles</subject><subject>Leadership Training</subject><subject>Literature Reviews</subject><subject>Locus of Control</subject><subject>Multiculturalism & pluralism</subject><subject>Organizational Culture</subject><subject>Periodicals</subject><subject>Physical Education</subject><subject>Physical Education Teachers</subject><subject>Research Methodology</subject><subject>Researchers</subject><subject>Self Efficacy</subject><subject>Social Attitudes</subject><subject>Students with Disabilities</subject><subject>Transformational Leadership</subject><subject>Work Environment</subject><subject>Workforce</subject><issn>2046-9012</issn><issn>2046-9020</issn><issn>2046-9012</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2022</creationdate><recordtype>article</recordtype><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><recordid>eNptUcFKAzEQDaJgqf0AD0LA8-okm90k3qRWbS14qeeQZLN1y3ZTk62iX-8uK0XBuczw5r3H8AahcwJXhIC4ni1WdwnwhAKRCZCUHqERBZYnEigcH2ZCT9Ekxg10JTJCcjZCT_PG1vtYvTtcO124EF-r3Q1u3AfW698Ybj0ufWxdwD6sdVN96bbyja5xNTj45gydlLqObvLTx-jlfraaPibL54f59HaZ2FSwNsmJkQx4IRxYXbqCmbwEKwkT1hopNedAiUmN7LA0z50pyiwThoqMFlRSno7R5eC7C_5t72KrNn4fulOiopwB65zynkUGlg0-xuBKtQvVVodPRUD1sak-NgVc9bGpPrZOczFoXKjsgT9bkDTjGZXdHn72Wxd0Xfxr-ecT6TeSLHe7</recordid><startdate>20221129</startdate><enddate>20221129</enddate><creator>Kuknor, Sunaina Chetan</creator><creator>Bhattacharya, Shubhasheesh</creator><general>Emerald Publishing Limited</general><general>Emerald Group Publishing Limited</general><scope>7SW</scope><scope>BJH</scope><scope>BNH</scope><scope>BNI</scope><scope>BNJ</scope><scope>BNO</scope><scope>ERI</scope><scope>PET</scope><scope>REK</scope><scope>WWN</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>0-V</scope><scope>0U~</scope><scope>1-H</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8AO</scope><scope>AFKRA</scope><scope>ALSLI</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>CJNVE</scope><scope>DWQXO</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>K6~</scope><scope>K8~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0P</scope><scope>PQBIZ</scope><scope>PQEDU</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PSYQQ</scope><scope>Q9U</scope></search><sort><creationdate>20221129</creationdate><title>Inclusive leadership: new age leadership to foster organizational inclusion</title><author>Kuknor, Sunaina Chetan ; Bhattacharya, Shubhasheesh</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c384t-61b9407d8e0cafed4b6f0c9148ccb99a77021b3b9c91366ebdf558b2852d29273</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2022</creationdate><topic>Behavior</topic><topic>Beliefs</topic><topic>Corporate culture</topic><topic>Diversity</topic><topic>Educational Environment</topic><topic>Employee behavior</topic><topic>Employees</topic><topic>Heterogeneous Grouping</topic><topic>Human Capital</topic><topic>Inclusion</topic><topic>Initiatives</topic><topic>Job Performance</topic><topic>Job Satisfaction</topic><topic>Labor Force</topic><topic>Labor Force Development</topic><topic>Labor Turnover</topic><topic>Leaders</topic><topic>Leadership</topic><topic>Leadership Styles</topic><topic>Leadership Training</topic><topic>Literature Reviews</topic><topic>Locus of Control</topic><topic>Multiculturalism & pluralism</topic><topic>Organizational Culture</topic><topic>Periodicals</topic><topic>Physical Education</topic><topic>Physical Education Teachers</topic><topic>Research Methodology</topic><topic>Researchers</topic><topic>Self Efficacy</topic><topic>Social Attitudes</topic><topic>Students with Disabilities</topic><topic>Transformational Leadership</topic><topic>Work Environment</topic><topic>Workforce</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Kuknor, Sunaina Chetan</creatorcontrib><creatorcontrib>Bhattacharya, Shubhasheesh</creatorcontrib><collection>ERIC</collection><collection>ERIC (Ovid)</collection><collection>ERIC</collection><collection>ERIC</collection><collection>ERIC (Legacy Platform)</collection><collection>ERIC( SilverPlatter )</collection><collection>ERIC</collection><collection>ERIC PlusText (Legacy Platform)</collection><collection>Education Resources Information Center (ERIC)</collection><collection>ERIC</collection><collection>CrossRef</collection><collection>ProQuest Social Sciences Premium Collection</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>Access via ABI/INFORM (ProQuest)</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Pharma Collection</collection><collection>ProQuest Central UK/Ireland</collection><collection>Social Science Premium Collection</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>Education Collection</collection><collection>ProQuest Central Korea</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Central Student</collection><collection>ProQuest Business Collection</collection><collection>DELNET Management Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Education Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Education</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest One Psychology</collection><collection>ProQuest Central Basic</collection><jtitle>European journal of training and development</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Kuknor, Sunaina Chetan</au><au>Bhattacharya, Shubhasheesh</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><ericid>EJ1357529</ericid><atitle>Inclusive leadership: new age leadership to foster organizational inclusion</atitle><jtitle>European journal of training and development</jtitle><date>2022-11-29</date><risdate>2022</risdate><volume>46</volume><issue>9</issue><spage>771</spage><epage>797</epage><pages>771-797</pages><issn>2046-9012</issn><eissn>2046-9020</eissn><eissn>2046-9012</eissn><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.</abstract><cop>Limerick</cop><pub>Emerald Publishing Limited</pub><doi>10.1108/EJTD-07-2019-0132</doi><tpages>27</tpages></addata></record> |
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| identifier | ISSN: 2046-9012 |
| ispartof | European journal of training and development, 2022-11, Vol.46 (9), p.771-797 |
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| language | eng |
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| source | Standard: Emerald eJournal Premier Collection |
| subjects | Behavior Beliefs Corporate culture Diversity Educational Environment Employee behavior Employees Heterogeneous Grouping Human Capital Inclusion Initiatives Job Performance Job Satisfaction Labor Force Labor Force Development Labor Turnover Leaders Leadership Leadership Styles Leadership Training Literature Reviews Locus of Control Multiculturalism & pluralism Organizational Culture Periodicals Physical Education Physical Education Teachers Research Methodology Researchers Self Efficacy Social Attitudes Students with Disabilities Transformational Leadership Work Environment Workforce |
| title | Inclusive leadership: new age leadership to foster organizational inclusion |
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