LibGuides: Employee Engagement, Sense of Belonging and Inclusion: Inclusive and Engaging Management

The C-Suite Must Set the Tone For Diversity and Inclusion, 2020.
de la Vega. I am often asked about what can companies do to provide a more diverse and inclusive environment. My answer is always the same: diversity and inclusion are good for business and it's also the right thing to do. One-page article
Diversity, inclusive leadership, and health outcomes, 2020.
Bradley. In this time of polarization and divisiveness across increasingly diverse communities, health policy and management research offers an important insight: engaging diversity meaningfully through inclusive leadership—that embraces staff across hierarchies and engages difference perspectives so that all healthcare workers of all kinds feel they can speak up and participate—can save lives. In multiple studies of quality in cardiovascular care, top performing hospitals have been shown to exhibit the capacity to embrace staff across hierarchies and engage differences so that healthcare workers of all kinds feel they can speak up and participate meaningfully in improvement efforts. Most recently, in the two-year, longitudinal Leadership Saves Lives study of 10 hospitals, the ability to adopt a culture of improvement rather than blaming was linked to significant reductions in risk-standardized mortality rates. Moreover, the guiding coalitions (ie, quality improvement teams) in six of the 10 hospitals that were most successful were distinguished in three ways that give insight about effective modes of engaging differences: (1) including staff from difference disciplines and levels in the organizational hierarchy, (2) encouraging authentic participation by the members, and (3) using constructive patterns of managing conflict (ie, having clear role definitions, working to surface minority viewpoints, and collectively revisiting the shared goal of saving lives). Based on this literature, adequately engaging a wide range of diverse viewpoints and staff roles can have a marked impact on health outcomes. Although the studies reviewed do not examine racial/ethnic diversity per se, they do lend insight into effectively navigating environments with extensive diversity of perspectives, professional identities, and experiences. Future research may assess whether these insights have application to other forms of diversity as well. In this time of extreme polarization and division globally and locally, health policy and management research has an opportunity to share evidence that could help navigate an increasingly diverse environment, at least within the field of healthcare, towards a more inclusive, humane, and life-giving approach to our collective future.

Embracing Diversity and Inclusive Mentoring Practices for Leadership Development, 2020
Alston, Hansman. Embracing diversity and demonstrating equitable and inclusive practices are critical components for mentoring relationships for leadership development.
Examining the relationships between diversity and work behaviors in US federal agencies: Does inclusive management make a difference?, 2018
Moon. Workforce diversity has been depicted as a double-edged sword that leads to both positive and negative work-related outcomes. As a result, the critical issue in diversity research is concerned with enhancing the benefits and reducing the detriments of heterogeneity within organizations on work behaviors. By combining theories on diversity and inclusiveness, this article examines inclusive management at the federal subagency level as a moderator of the relationships between demographic diversity (gender and race) and work behaviors (innovative and turnover behavior). Using survey and personnel data drawn from federal subagencies, inclusive management—a set of policies aimed at recognizing all employees as valued organizational insiders with unique identities—not only strengthens the positive relationship between racial diversity and innovative behavior but also attenuates the positive relationship between gender diversity and turnover behavior. These findings suggest that inclusive management is a key strategy for effectively managing diversity.
Authentic leadership through an ethical prism, 2017
Gardiner. The Problem: Authentic leadership (AL) focuses on enhancing the capabilities and capacities of leaders. Instead of focusing on the leader, this article considers the ethical challenges of fostering authenticity among employees. One such challenge is that marginalized groups may feel unable to be true to their values, a key premise of authentic leadership. To foster workplaces where marginalized groups feel able to be true to themselves, we must consider the cultural and structural barriers that can negatively affect people’s ability to express themselves in the workplace. Hence, when considering the merits of AL, it is important for human resource development (HRD) professionals to consider what occurs when employees do not fit institutional norms.
The Solution: Creating the conditions for a relational authentic approach to AL that allows authentic otherness to flourish is an important and complex ethical task, one that HRD scholars and practitioners are uniquely placed to encourage.
Leadership and employee engagement: Proposing research agendas through a review of literature, 2015.
Caraco-Saul, Kim, Kim. Leadership is one of the most studied topics in the organization sciences, and employee engagement one of the more recent. However, the relationship between leadership and employee engagement has not been widely investigated. As many organizations invest significant resources in retaining, developing, and engaging employees, human resource development (HRD) professionals are tasked to develop and partner with leaders to deliver those strategies effectively. Thus, a comprehensive understanding on the relationship and mechanism between leadership and engagement is essential to HRD professionals informing leaders on how best to cultivate positive results in followers. In this vein, this research conducted an extensive review of empirical and conceptual studies that examined the relationship between leadership and employee engagement, analyzed/synthesized the studies into integrated frameworks for the leadership–engagement relationship, and proposed future research agendas.

Employee Engagement, Sense of Belonging and Inclusion: Inclusive and Engaging Management

An organization's management sets the tone for the sense of belongingness and inclusion in the workplace. Below are examples of how an inclusive workplace can be accomplished with the example set by the administration.