Is Inclusive leadership an approach to managing diverse teams?

There have always been different people and diversity consists of both visible and invisible characteristics. Some characteristics and dimensions are easier to see and categorize. Diversity can also be subjective, and it is created by individuals who characterize others as similar or different to themselves. Some characteristics are stronger indicators of diversity than others, for example accent and cultural background. 

In a more work life-oriented focus diversity concerns the similarities and differences in characteristics like gender, age, ethnic heritage, disabilities and sexual orientation.  It is here where inclusion comes in picture and inclusion concerns how well organizations and their employees connect to, engage and utilize different people. Inclusion essentially concerns helping employees that are not feeling that they belong to the mainstream of the organization, to feel belonging. Inclusion often starts with oneself, accepting and knowing and expressing one’s whole self. This means that the employee also has a role to play himself how included the person will be in the organization.

In the following discussion we will present an extract from Sebastian’s master thesis research on “inclusion of hearing-impaired people at workplace”. We summarize by focusing on what inclusive leadership is, why diversity and inclusion are important in organizations and key findings of the research on practical example of inclusion of hearing-impaired employees in an organization

What is inclusive leadership?

Inclusive leadership contributes to feelings of belonging and respectful and fair treatment of all team members. Inclusive leaders are 17% more likely to be high performers, and because inclusion increases work attendance, it reduces costs caused by absenteeism.

Inclusive leadership can help managers include diverse employees, like hearing-impaired employees, by being curious. They might ask which communication methods hearing-impaired people prefer and find out more about hearing impairments at the workplace. Inclusive leadership with a focus on diversity management is suggested to manage diversity in an organization.

Following personal traits are examples that make inclusive leaders different from others:

• Visible commitment

They challenge status quo and makes diversity and inclusion a personal priority.

• Awareness of bias

They work for they who have merits in work and are aware of personal blind spots.

• Curiosity about others

They listen and have empathy to understand people around them and are curious about others.

• Cultural intelligence

They find out about other cultures and respect these cultural norms.

• Knows their leadership shadow

They ask for feedback from people that are different from themselves, and this helps finding strengths and development areas and will signal that diversity and inclusion is considered.

Why are diversity and inclusion important in organizations?

First of all diversity contributes to cost saving by reduced staff turnover and absenteeism, Secondly, employees feels secure at workplace and can perform to their full potential. Thirdly, a diverse workplace has easier to attract talented workers which contribute to innovation and creativity. Having a diverse management team helps the organization understand diverse teams and individuals and this also shows that the organization is working for diversity which helps the companies in business growth by understanding the markets better. Fourthly, inclusion of employees provides increased commitment and enhances employee confidence. Finally, these factors boost productivity and enhances performance.

Diversity management and inclusion in practice:

Firstly, diversity management should be a company wide issue, but diversity management can be executed by giving managers ownership over diversity management goals and planning. Secondly, many managers don’t know how to handle diversity and this is called diversity blindness. Finally,diversity training is recommended to increase awareness of employees and managers, to correct stereotypes and myths and to inform about values and cultural differences. It is also suggested that skills training is arranged.

Practical examples, Inclusion of hearing-impaired employees

In the thesis research, the case study is about inclusion among hearing impaired employees and what impact self-awareness had in the inclusion process. From the findings of the study an inclusive leadership approach is suggested to be adapted in organizations. From the study following factors that contribute to inclusion were identified; Environment factors like a quiet working environment are important; acoustic tiles and ceilings can reduce sounds. Communication is essential and it is good to keep in mind to speak clearly and face-to-face. Diversity training helps managers and co-workers learn about diverse employees and correct stereotypes. Supervisor support with an inclusive leadership approach is suggested. Self-awareness is essential in inclusion; the hearing-impaired employee needs to talk about the hearing-impaired.

• Environment and accessible factors

Quiet spaces and noise reducing constructions are important.

• Self-Awareness

Inclusion starts with oneself, accepting and knowing and expressing one’s whole self. Among hearing impaired it is important to talk about their hearing impairment because it is an invisible disability and it may be different for co-workers or customers, managers to notice that the disability.

• Diversity training

Diversity training is important to improve awareness and skills how to collaborate with people from diverse groups. Awareness training helps know diversity better, it can be different cultures, ethnic groups, languages, disabilities. In my study the following were important for including hearing impaired.

• Awareness training

It is important that the hearing-impaired person talk about the situation. How the person will be treated and what communication methods fit best. The supervisor has also to be curious about what the person is talking about.

• Skills training

The following skills are important for supervisor and co-worker to include a hearing-impaired person.

-Not to talk with the hand in front of your mouth

-Talk face to face, not to talk from a long distance or other rooms.

-Hold meetings in quiet environments.

-Work in smaller groups

• Supervisor support and senior management

Supervisor should be aware and curious about differences at the workplace for example to find out more about hearing impairments and asking the hearing impaired for example what is the preferred communication method. The management has a role when creating an inclusionary environment, if manager behaves inclusively this also symbolizes the importance of inclusion throughout the organization.

Senior management role is important when planning and investing in buildings, for example to make a noise free and accessible workplace. They also set the tone for the whole organization, so they have a big role to play to make the workplace inclusionary for everyone.

In conclusion it is important that managers know how to manage diversity. Diversity training is a method to manage diversity, inclusive leadership is also suggested for diverse workforce. Supervisors’ curiosity and senior management’s support is important. Finally, this research shows that self-awareness among employees has an essential role in inclusion process.

Here is the link to the thesis:

For further reading:

Ferdman, B. M., & Deane, B. R. (2013). Diversity at Work : The Practice of Inclusion. John Wiley & Sons, Incorporated.

Machado, C., Davim, & J.Paulo. (2017). Organizational Behaviour and Human Resource Management: A Guide to a Specialized MBA Course. Springer International Publishing AG

Bourke, J., & Titus, A. (2020). Why Inclusive Leaders Are Good for Organizations.

Baldbridge, D., Lyons, B. J., Bryan, C., & Yang, L.-Q. (2023, November 12). How workplaces can create more inclusive environments for employees with deafness and hearing loss. 

About the authors:

Sebastian Forsberg is the main author. He is currently working as Head of Support in a Nordic Market leader Software Company offering ERP systems for SME: s. Main duties are responsibility of Support department’s operations. He has worked on various tasks, previous as a Team Leader and Customer Consultant in the Software industry.

Sebastian hobbies are ice-hockey and outdoor activities with family.