Journal ArticleDOI
Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness
Amy E. Randel,Benjamin M. Galvin,Lynn M. Shore,Karen Holcombe Ehrhart,Beth G. Chung,Michelle A. Dean,Uma Kedharnath +6 more
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In this article, the authors 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.About:
This article is published in Human Resource Management Review.The article was published on 2017-07-01. It has received 285 citations till now. The article focuses on the topics: Authentic leadership & Shared leadership.read more
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Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator
TL;DR: Investigation of how inclusive leadership influenced employee innovative behavior by examining perceived organizational support (POS) as a mediator revealed that inclusive leadership had significantly positive effects on POS and employee innovativebehavior.
Journal ArticleDOI
Building employees’ organizational citizenship behavior for the environment: The role of environmentally-specific servant leadership and a moderated mediation mechanism
TL;DR: In this paper, the authors examined how environmentally specific servant leadership contributes to employees' organizational citizenship behavior for the environment (employee OCBE) through employee environmental engagement as a mediator.
Journal ArticleDOI
Inclusive leadership and innovative work behavior: The role of psychological empowerment
TL;DR: In this paper, the authors explored the relationship between inclusive leadership and innovative work behavior with the mediating role of psychological empowerment and found that inclusive leadership was positively related to innovative work behaviour both directly and indirectly through psychological empowerment.
Journal ArticleDOI
The Impact of Inclusive Leadership on Employees' Innovative Behaviors: The Mediation of Psychological Capital.
TL;DR: It is found that inclusive leadership is significantly and positively related to new generation employees’ innovative behavior.
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The Role of Inclusive Leadership in Supporting an Inclusive Climate in Diverse Public Sector Teams
TL;DR: In organizations with a diverse workforce, inclusive leadership is assumed to be required to support the full appreciation and participation of diverse members as mentioned in this paper. But to date, studies identifying how lea...
References
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Journal ArticleDOI
The need to belong: Desire for interpersonal attachments as a fundamental human motivation.
Roy F. Baumeister,Mark R. Leary +1 more
TL;DR: Existing evidence supports the hypothesis that the need to belong is a powerful, fundamental, and extremely pervasive motivation, and people form social attachments readily under most conditions and resist the dissolution of existing bonds.
Book ChapterDOI
The social identity theory of intergroup behavior
Henri Tajfel,John C. Turner +1 more
TL;DR: A theory of intergroup conflict and some preliminary data relating to the theory is presented in this article. But the analysis is limited to the case where the salient dimensions of the intergroup differentiation are those involving scarce resources.
Journal ArticleDOI
Rediscovering the social group: A self-categorization theory.
TL;DR: In this paper, a self-categorization theory is proposed to discover the social group and the importance of social categories in the analysis of social influence, and the Salience of social Categories is discussed.
Journal ArticleDOI
Social Identity Theory and the Organization
Blake E. Ashforth,Fred A. Mael +1 more
TL;DR: This article argued that social identification is a perception of oneness with a group of persons, and social identification stems from the categorization of individuals, the distinctiveness and prestige of the group, the salience of outgroups, and the factors that traditionally are associated with group formation.
Book
Leadership in Organizations
TL;DR: This book presents a meta-leadership framework for a post-modern view of leadership that considers the role of language, identity, and self-consistency in the development of leaders.