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Unlocking the Potential of Diversity in Organisations#InclusiveLeadership: The Imperative Inclusive Leadership Traits

Unlocking the Potential of Diversity in Organisations: #InclusiveLeadership: The Imperative... [Effective leadership gets the job done; good leadership also ensures that followers remain engaged and collaborative. Industrialisation has fostered process-oriented leadership. Inclusiveness, however, is to embrace creative disruption, something the “efficient” manager will resist. Consequently, inclusiveness is not traditionally the first instinct of leaders seeking to “hit the numbers”. The gains sought by the inclusive manager are indirect and unpredictable. In nurturing creativity and innovation through disruption in the pursuit of goals, inclusive leadership is a classic conflict between concern for people and concern for production. The proposition is to balance empathic and values-driven behaviours with an operational framework defined by purpose, integrity, values and authenticity. To be efficient, the inclusive manager seeks homogeneity, but not one based on sameness. Instead, the task is to keep the idea-creation process spirited, respectful and focused, making for a homogeneity of attitudes favouring discovery and innovation. Leadership matters, but it is only the beginning of the story.] http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png

Unlocking the Potential of Diversity in Organisations#InclusiveLeadership: The Imperative Inclusive Leadership Traits

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Publisher
Springer International Publishing
Copyright
© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022
ISBN
978-3-031-10401-5
Pages
129 –141
DOI
10.1007/978-3-031-10402-2_10
Publisher site
See Chapter on Publisher Site

Abstract

[Effective leadership gets the job done; good leadership also ensures that followers remain engaged and collaborative. Industrialisation has fostered process-oriented leadership. Inclusiveness, however, is to embrace creative disruption, something the “efficient” manager will resist. Consequently, inclusiveness is not traditionally the first instinct of leaders seeking to “hit the numbers”. The gains sought by the inclusive manager are indirect and unpredictable. In nurturing creativity and innovation through disruption in the pursuit of goals, inclusive leadership is a classic conflict between concern for people and concern for production. The proposition is to balance empathic and values-driven behaviours with an operational framework defined by purpose, integrity, values and authenticity. To be efficient, the inclusive manager seeks homogeneity, but not one based on sameness. Instead, the task is to keep the idea-creation process spirited, respectful and focused, making for a homogeneity of attitudes favouring discovery and innovation. Leadership matters, but it is only the beginning of the story.]

Published: Sep 29, 2022

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