About and beyond leading uniqueness and belongingness: A systematic review of inclusive leadership research

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2022-12-01 DOI:10.1016/j.hrmr.2022.100894

Ayfer Veli Korkmaz , Marloes L. van Engen , Lena Knappert , René Schalk

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引用次数: 33

Abstract

The purpose of this systematic review of 107 papers is to address the conceptual confusion about what inclusive leadership (IL) behavior entails and understand the theoretical development of IL. Synthesizing the divergent conceptualizations of inclusive leader behaviors, we propose a multi-level (i.e., employee, team, organizational) model of IL behavior consisting of four dimensions namely, fostering employee's uniqueness (e.g., promoting diversity); strengthening belongingness within a team (e.g., building relationships); showing appreciation (e.g., recognizing efforts and contributions); and supporting organizational efforts (e.g., promoting organizational mission on inclusion). Further, we provide a summary of studied variables as a nomological network in relation to inclusive leadership and an overview of the different theories (e.g., social exchange, intrinsic motivation) supporting the respective relationships and explaining the underlying mechanisms (e.g., reciprocity, motivation). We propose future research to empirically test the multi-level model of IL and examine the predictive value in terms of employee and organizational outcomes.

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关于领导独特性和归属感及其超越:包容性领导研究的系统回顾

本文系统回顾了107篇论文，旨在解决关于包容性领导行为的概念困惑，并了解包容性领导行为的理论发展。综合包容性领导行为的不同概念，我们提出了一个多层次(即员工、团队、组织)的包容性领导行为模型，该模型包括四个维度，即培养员工的独特性(如促进多样性);加强团队内部的归属感(例如，建立关系);表示感谢(例如，承认努力和贡献);并支持组织的努力(例如，促进组织的包容性使命)。此外，我们将研究的变量作为一个与包容性领导相关的法则网络进行了总结，并概述了支持各自关系的不同理论(如社会交换、内在动机)，并解释了潜在机制(如互惠、动机)。我们建议未来的研究，以实证检验的多层次模型，并检验在员工和组织的结果方面的预测价值。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.