Inclusive Leadership in Thought and Action: A Thematic Analysis

While research in the diversity and leadership literatures has given attention to the concept of inclusive leadership, work in these areas has progressed within relatively independent theoretical streams with little integration of findings. To integrate findings from these literatures and develop theory on inclusive leadership, this study explores the concept and enactment of inclusive leadership from the leader’s perspective. Through manual and assisted thematic analyses of 27 leaders’ written responses to questions regarding how they perceive and demonstrate inclusive leadership, we investigate how leaders do sensemaking about what it means to be inclusive. Consistent with the findings of prior research, conceptualization themes emerged related to understanding, valuing, and utilizing differences as well as encouraging a shared identity and collaboration. The findings also highlight the importance of relational leadership—specifically, relating to, showing a genuine interest in, and generating trust from others on the team. In the demonstration of inclusive leadership, the results emphasize behaviors to recognize diversity, respond to individual needs and work styles, and actively listen to what team members voice. Our findings also highlight the importance of building environments in which members share and build on each other’s ideas freely and leaders make time and space for leveraging member contributions for decision-making, even when such contributions diverge from team norms. Based on these insights, we consider the limitations of our work and offer directions for theory, research, and practice.

Context Matters: Exploring the Influence of Norms, Values, and Context on a Māori Male Manager

Adopting an Interactional Sociolinguistic approach, this article focuses on one Māori male manager working in an ethnicised Māori workplace and examines the way he adapts his interaction patterns in meetings where he takes on different roles. The role of chair requires being much more active than when simply attending as a member of the team, while the additional responsibility of “acting CEO” adds extra interactional obligations and expectations. Team norms are important, these being constrained by the cultural context, and the analysis demonstrates how the focus participant’s adaptation of his interaction patterns reflects Māori norms and the values underlying these.

Creating Safety II in the operating theatre: The Durable Dozen!

The aviation industry calls the most frequently recurring factors that lead to incidents ‘the Dirty Dozen.’ The ‘Dirty Dozen’ includes, for example, stress, distractions and interruptions, team norms etc. The article adapts the concept of the Dirty Dozen from aviation to explore resilience in operating theatres. Taking a Safety II perspective, the article introduces the ‘Durable Dozen’: 12 regulatory, organisational, team and individual behaviours that enable theatre teams to resolve safety threats.

Team trust and control in new venture emergence

PurposeEffective internal dynamics of new venture teams is seen as a key contributor to venture success. The purpose of this paper is to investigate the ways in which new venture teams consisting of nascent entrepreneurs initiate trust and control during venture emergence.Design/methodology/approachDimensions of trust and control are developed into an analytical framework applied to documented team norms. Coding detects frequency of trust and control dimensions. Supplementary data triangulate findings and explore follow-on effects in team dynamics and venture emergence.FindingsFrequency of coded dimensions generates a venture team profile. Teams prime their dynamics through use of trust and/or control language in documented norms. Priming is seen to influence entrepreneurial perseverance during venture emergence, stemming either directly from team dynamics, or indirectly from key shareholder relationships or environmental conditions.Research limitations/implicationsData are bounded to a specific contextual setting representing incubation and education, where the nascent entrepreneurs are simultaneously students. The complexity of venture emergence means that multiple factors influencing new venture teams may influence trust and control in ways currently unaccounted for.Practical implicationsExploration of trust and control during venture emergence emphasizes soft-skills critical to entrepreneurial perseverance and venture success. Team norms can be designed to prime toward trust or control, and can be indicative of teams’ sensitivity to external factors, enabling evidence for intervention.Originality/valueThe paper illustrates ways in which trust and control influence team dynamics during venture emergence.