Exploring the dimensions of inclusive leadership behaviour and assessing the relevance in a disruptive workplace environment

Abstract

Although much research has been conducted on the moderators and mediators of leadership inclusivity, the understanding of leadership behaviours driving the theory of inclusive leadership required exploration in order to provide practical guidance on the advancement of the theoretical model. Whilst little is known about a four-dimension model for inclusive leadership, research has provided evidence of two of the dimensions in contributing to this model. Therefore, in this study the inclusive leadership behaviours of uniqueness, belongingness, appreciation and organisational support was explored, in terms of a four-dimension model, in a fast-moving consumer goods environment. Through this study, semi-structured interviews were conducted with twelve participants and their perspectives on these dimensions were examined to determine whether these four attributes are imperative and whether they exist in the environments that the individuals find themselves to be in. This study was furthered in that the exploration of these dimensions were considered in an environment without the concept of disruption being brought in, and together with the concept of disruption being considered. The study found that the model is indeed valuable and relevant in the consideration of disruption. This study contributes to towards literature by exploring these dimensions in a practical environment as well as exploring these dimensions during periods of disruption. As a result, the framework was evidenced to be an indicator of inclusive behaviour and was shown that certain of the concepts of these models were more valued than others.