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INCLUSIVE LEADERSHIP IN EDUCATION

Year 2023, Volume: 4 Issue: 2, 187 - 196, 10.11.2023
https://doi.org/10.59320/alanyazin.1355788

Abstract

Globalization and the technological developments it brings have made organizations and communities a multicultural structure. When today's successful organizations realize that multiculturalism and this diversity in human capital can contribute more to the effectiveness of business processes at different organizational levels, the concept of diversity method in organizations and the creation of an inclusive organizational culture have come to the fore. In its most general definition, inclusive leader focuses on accepting employees as they are and allowing them to contribute to the organization with their unique abilities and perspectives. Inclusive leadership creates a perception of trust on employees by making them feel like a part of the organization. Since the inclusive leader provides energy and motivation to the employees, the employees feel important, respected and valued and they are expected to put forth extra performance towards achieving common goals. The aim of this study is to explain the concept of inclusive leadership and its importance, to compare it with other leadership styles, to examine the researches, to specify the individual and organizational results and to develop suggestions. This study is a theoretical study. In the literature review on the subject, various suggestions were developed by making document analysis.

References

  • Adapa, S. & Sheridan, A. (2018). Inclusive leadership: negotiating gendered spaces (1rd ed.). Springer . Anthony, K. I. (2017). Igwebuike as an Igbo-African philosophy of inclusive leadership. Igwebuike: An African Journal of Arts and Humanities, 3(7), 165-183.
  • Arık, S. (2016). Hayat bilgisi dersinde liderlik becerisinin kazandırılmasının sınıf öğretmeni görüşlerine göre incelenmesi. (Doktora Tezi). Anadolu Üniversitesi Eğitim Bilimleri Enstitüsü Eğitim Yönetimi, Teftişi, Planlaması ve Ekonomisi Programı Eğitim Bilimleri Anabilim Dalı, Eskişehir.
  • Bakan, İ. (2010). Liderlik türleri ve güç kaynaklarına ilişkin mevcut-gelecek durum karşılaştırması: eğitim kurumu yöneticilerinin algılarına dayalı bir alan araştırması. KMÜ Sosyal ve Ekonomik Araştırmalar Dergisi, 12(19): 73-84.
  • Boekhorst, J. A. (2015). The role of authentic leadership in fostering workplace inclusion: A social information processing perspective. Human Resource Management, 54(2), 241–264
  • Booysen, L. A., Ng, E., Tatli, A., & Roper, I. (2014). International handbook on diversity management at work:: country perspectives on diversity and equal treatment. Edward Elgar Publishing.
  • Burns, J. M. (1978). Leadership. Harper & Row.
  • Carmeli, A., Reiter-Palmon, R. & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260.
  • Choi, S. B., Tran, T. B. H. & Park, B. I. (2015). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality, 43(6), 931–944.
  • Chrobot-Mason, D., Ruderman, M. D. & Nishii, L. H. (2014). Leadership in a diverse workplace. D. Day (Eds.). In The Oxford Handbook Of Leadership and Organizations içinde (ss. 683–708). Oxford University Press.
  • DeMatthews, D. E., Serafini, A. & Watson, T. N. (2021). Leading inclusive schools: Principal perceptions, practices, and challenges to meaningful change. Educational Administration Quarterly, 57(1), 3-48.
  • Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47.
  • Dorczak, R. (2011). School organisational culture and inclusive educational leadership. Contemporary Management Quarterly/Wspólczesne Zarzadzanie, 2, 45-55
  • Garrison-Wade, D., Sobel, D. & Fulmer, C. L. (2007). Inclusive leadership: Preparing principals for the role that awaits them. Educational Leadership and Administration: Teaching and Program Development, 19, 117-132
  • Gotsis, G., & Grimani, K. (2016). The role of servant leadership in fostering inclusive organizations. Journal of Management Development, 35(8), 985-1010.
  • Hirak, R., Peng, A. C., Carmeli, A. & Schaubroeck, J. M. (2012). Linking leader inclusiveness to work unit performance: the importance of psychological safety and learning from failures. Leadership Quartely, 23, 107-117. Hollander, E. P., Park, B. B., & Elman, B. (2008). Inclusive leadership and leader-follower relations:Concepts, research, and applications. The Member Connector, International Leadership Association, 5.
  • Hollander, E. (2012). Inclusive leadership: The essential leader-follower relationship. Routledge.
  • İnce, M., Bedük, A. & Aydoğan, E., (2004). Örgütlerde takım çalışmasına yönelik etkin liderlik nitelikleri. Selçuk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 11, 423-446.
  • Kanaga ve Uthayasuriyan, (2020), Inclusıve Leadershıp Management – On Overvıew. Internatıonal Journal Of Scıentıfıc Research. 8 (1).
  • Kelloway, K. E., Weigand , H., McKee, M. C. & Das, H. (2013). Positive leadership and employee wellbeing. Lournal of Leadership and Organizational Studies, 20(1), 107-117
  • Khan, J., Jaafar, M., Javed, B., Mubarak, N. & Saudagar, T. (2020). Does inclusive leadership affect project success? The mediating role of perceived psychological empowerment and psychological safety. International Journal of Managing Projects in Business, 13(5), 1077–1096.
  • Kikkila, O. (2021). Characteristics of ınclusive leadership and differences in awareness and attitudes. (Unpublished Master's Thesis). Department of Industrial Engineering and Management, AALTO University, Finland.
  • Liden, R. C., Erdogan, B., Wayne, S. J. & Sparrowe, R. T. (2006). Leader‐member exchange, differentiation, and task interdependence: implications for individual and group performance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(6), 723-746.
  • Luthans, F., Norman, S. M., Avolio, B., & Avey, J. (2008). The mediating role of psychological capital in the supportive organizational cimate – employee performance relationship. Journal of Organizational Behavior, 29, 219-238.
  • Miller, F. A. (1998). Strategic culture change: The door to achieving high performance and inclusion. Public Personnel Management, 27, 151-160.
  • Mitchell, R., Boyle, B., Parker, V., Giles, M., Chiang, V., & Joyce, P. (2015). Managing inclusiveness and diversity in teams: How leader inclusiveness affects performance through status and team identity. Human Resource Management, 54(2) 217-232.
  • Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organisational Behaviour, 27(7), 941-966.
  • Nishii, L. H., & Mayer, D. M. (2009). Do İnclusive leaders help to reduce turnover in diverse groups? the moderating role of leader-member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94(6).
  • Özmen, A. (2017). Okul yöneticilerinin liderlik davranışları ile öğretmenlerin iş motivasyonları arasındaki ilişkinin incelenmesi. Yüksek Lisans Tezi, Yeditepe Üniversitesi Eğitim Bilimleri Enstitüsü Eğitim Yönetimi ve Denetimi Anabilim Dalı Yüksek Lisans Tezi, İstanbul.
  • Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190-203.
  • Rayner, S. (2009). Educational diversity and learning leadership: A proposition, some principles and a model of inclusive leadership? Educational Review, 61(4), 433-447.
  • Ryan, J. (2006b). Inclusive leadership: A review. Jossey Bass.
  • Sanyal, C., Wilson, D., Sweeney, C., Rachele, J. S., Kaur, S. & Yates, C. (2015). Diversity and inclusion depend on effective engagement. Human Resource Management International Digest, 23(5), 21-24.
  • Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262-1289.
  • Şahin, N. (2012). Bazı değişkenler açısından milli eğitim müdürlüğü ile ilk ve orta öğretim okul yöneticilerinin liderlik stilleri ve iş doyumu düzeyleri (Amasya ili örneği). Yüksek Lisans Tezi, Ondokuz Mayıs Üniversitesi Eğitim Bilimleri Enstitüsü Eğitim Bilimleri Anabilim Dalı, Eğitim Yönetimi Teftişi Planlaması ve Ekonomisi Bilim Dalı, Samsun.
  • U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190-203.
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S. ve Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory- based measure. Journal of Management, 34(1), 89-126.
  • Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275.
  • Workman-Stark, A. L. (2017). Inclusive policing from the inside out. Springer International Publishing. Wuffli, P. A. (2016). Inclusive leadership a framework for the global era. Springer.
  • Ye, Q., Wang, D. & Li, X. (2019). Inclusive leadership and employees’ learning from errors: a moderated mediation model. Australian Journal of Management, 44(3), 462-481.
  • Yılmaz, H. (2014). Bilgi liderliğinin işletme performansı üzerine etkilerinin değerlendirilmesi. Optimum Ekonomi ve Yönetim Bilimleri Dergisi, 1(1), 51-68.

EĞİTİMDE KAPSAYICI LİDERLİK

Year 2023, Volume: 4 Issue: 2, 187 - 196, 10.11.2023
https://doi.org/10.59320/alanyazin.1355788

Abstract

Küreselleşme ve beraberinde getirdiği teknolojik gelişmeler, örgütleri ve toplulukları çok kültürlü bir yapı haline getirmiştir. Günümüzün başarılı örgütleri, çok kültürlülüğün ve insan sermayesindeki bu çeşitliliğin farklı örgütsel seviyelerde, iş süreçlerinin etkinliğine daha fazla katkı sağlayabileceğini fark ettiklerinde örgütlerde çeşitlilik yöntemi kavramı ve beraberinde kapsayıcı bir örgüt kültürünün yaratılması gündeme gelmiştir. En genel tanımıyla kapsayıcı lider, çalışanları oldukları gibi kabul etmeye, benzersiz yetenek ve bakış açılarıyla örgüte katkıda bulunmalarına izin vermeye odaklanır Kapsayıcı liderlik, çalışanların kendilerini örgütün bir parçası gibi hissetmelerini sağlayarak onlar üzerinde bir güven algısı oluşturmaktadır. Kapsayıcı lider, çalışanlara enerji ve motivasyon sağladığından dolayı, çalışanlar kendilerini önemli, saygın ve değerli hissederler ve ortak hedeflere ulaşma yolunda ekstra performans ortaya koymaları beklenmektedir. Bu çalışmanın amacı, kapsayıcı liderlik kavramını ve önemini açıklamak, diğer liderlik tarzlarıyla karşılaştırmak, yapılan araştırmaları inceleyerek bireysel ve örgütsel sonuçlarını belirtmek ve öneriler geliştirmektir. Bu çalışma kuramsal bir çalışmadır. Konu ile ilgili alanyazın taramasında doküman incelemesi yapılarak çeşitli öneriler geliştirilmiştir.

References

  • Adapa, S. & Sheridan, A. (2018). Inclusive leadership: negotiating gendered spaces (1rd ed.). Springer . Anthony, K. I. (2017). Igwebuike as an Igbo-African philosophy of inclusive leadership. Igwebuike: An African Journal of Arts and Humanities, 3(7), 165-183.
  • Arık, S. (2016). Hayat bilgisi dersinde liderlik becerisinin kazandırılmasının sınıf öğretmeni görüşlerine göre incelenmesi. (Doktora Tezi). Anadolu Üniversitesi Eğitim Bilimleri Enstitüsü Eğitim Yönetimi, Teftişi, Planlaması ve Ekonomisi Programı Eğitim Bilimleri Anabilim Dalı, Eskişehir.
  • Bakan, İ. (2010). Liderlik türleri ve güç kaynaklarına ilişkin mevcut-gelecek durum karşılaştırması: eğitim kurumu yöneticilerinin algılarına dayalı bir alan araştırması. KMÜ Sosyal ve Ekonomik Araştırmalar Dergisi, 12(19): 73-84.
  • Boekhorst, J. A. (2015). The role of authentic leadership in fostering workplace inclusion: A social information processing perspective. Human Resource Management, 54(2), 241–264
  • Booysen, L. A., Ng, E., Tatli, A., & Roper, I. (2014). International handbook on diversity management at work:: country perspectives on diversity and equal treatment. Edward Elgar Publishing.
  • Burns, J. M. (1978). Leadership. Harper & Row.
  • Carmeli, A., Reiter-Palmon, R. & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260.
  • Choi, S. B., Tran, T. B. H. & Park, B. I. (2015). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality, 43(6), 931–944.
  • Chrobot-Mason, D., Ruderman, M. D. & Nishii, L. H. (2014). Leadership in a diverse workplace. D. Day (Eds.). In The Oxford Handbook Of Leadership and Organizations içinde (ss. 683–708). Oxford University Press.
  • DeMatthews, D. E., Serafini, A. & Watson, T. N. (2021). Leading inclusive schools: Principal perceptions, practices, and challenges to meaningful change. Educational Administration Quarterly, 57(1), 3-48.
  • Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35-47.
  • Dorczak, R. (2011). School organisational culture and inclusive educational leadership. Contemporary Management Quarterly/Wspólczesne Zarzadzanie, 2, 45-55
  • Garrison-Wade, D., Sobel, D. & Fulmer, C. L. (2007). Inclusive leadership: Preparing principals for the role that awaits them. Educational Leadership and Administration: Teaching and Program Development, 19, 117-132
  • Gotsis, G., & Grimani, K. (2016). The role of servant leadership in fostering inclusive organizations. Journal of Management Development, 35(8), 985-1010.
  • Hirak, R., Peng, A. C., Carmeli, A. & Schaubroeck, J. M. (2012). Linking leader inclusiveness to work unit performance: the importance of psychological safety and learning from failures. Leadership Quartely, 23, 107-117. Hollander, E. P., Park, B. B., & Elman, B. (2008). Inclusive leadership and leader-follower relations:Concepts, research, and applications. The Member Connector, International Leadership Association, 5.
  • Hollander, E. (2012). Inclusive leadership: The essential leader-follower relationship. Routledge.
  • İnce, M., Bedük, A. & Aydoğan, E., (2004). Örgütlerde takım çalışmasına yönelik etkin liderlik nitelikleri. Selçuk Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 11, 423-446.
  • Kanaga ve Uthayasuriyan, (2020), Inclusıve Leadershıp Management – On Overvıew. Internatıonal Journal Of Scıentıfıc Research. 8 (1).
  • Kelloway, K. E., Weigand , H., McKee, M. C. & Das, H. (2013). Positive leadership and employee wellbeing. Lournal of Leadership and Organizational Studies, 20(1), 107-117
  • Khan, J., Jaafar, M., Javed, B., Mubarak, N. & Saudagar, T. (2020). Does inclusive leadership affect project success? The mediating role of perceived psychological empowerment and psychological safety. International Journal of Managing Projects in Business, 13(5), 1077–1096.
  • Kikkila, O. (2021). Characteristics of ınclusive leadership and differences in awareness and attitudes. (Unpublished Master's Thesis). Department of Industrial Engineering and Management, AALTO University, Finland.
  • Liden, R. C., Erdogan, B., Wayne, S. J. & Sparrowe, R. T. (2006). Leader‐member exchange, differentiation, and task interdependence: implications for individual and group performance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(6), 723-746.
  • Luthans, F., Norman, S. M., Avolio, B., & Avey, J. (2008). The mediating role of psychological capital in the supportive organizational cimate – employee performance relationship. Journal of Organizational Behavior, 29, 219-238.
  • Miller, F. A. (1998). Strategic culture change: The door to achieving high performance and inclusion. Public Personnel Management, 27, 151-160.
  • Mitchell, R., Boyle, B., Parker, V., Giles, M., Chiang, V., & Joyce, P. (2015). Managing inclusiveness and diversity in teams: How leader inclusiveness affects performance through status and team identity. Human Resource Management, 54(2) 217-232.
  • Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organisational Behaviour, 27(7), 941-966.
  • Nishii, L. H., & Mayer, D. M. (2009). Do İnclusive leaders help to reduce turnover in diverse groups? the moderating role of leader-member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94(6).
  • Özmen, A. (2017). Okul yöneticilerinin liderlik davranışları ile öğretmenlerin iş motivasyonları arasındaki ilişkinin incelenmesi. Yüksek Lisans Tezi, Yeditepe Üniversitesi Eğitim Bilimleri Enstitüsü Eğitim Yönetimi ve Denetimi Anabilim Dalı Yüksek Lisans Tezi, İstanbul.
  • Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190-203.
  • Rayner, S. (2009). Educational diversity and learning leadership: A proposition, some principles and a model of inclusive leadership? Educational Review, 61(4), 433-447.
  • Ryan, J. (2006b). Inclusive leadership: A review. Jossey Bass.
  • Sanyal, C., Wilson, D., Sweeney, C., Rachele, J. S., Kaur, S. & Yates, C. (2015). Diversity and inclusion depend on effective engagement. Human Resource Management International Digest, 23(5), 21-24.
  • Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262-1289.
  • Şahin, N. (2012). Bazı değişkenler açısından milli eğitim müdürlüğü ile ilk ve orta öğretim okul yöneticilerinin liderlik stilleri ve iş doyumu düzeyleri (Amasya ili örneği). Yüksek Lisans Tezi, Ondokuz Mayıs Üniversitesi Eğitim Bilimleri Enstitüsü Eğitim Bilimleri Anabilim Dalı, Eğitim Yönetimi Teftişi Planlaması ve Ekonomisi Bilim Dalı, Samsun.
  • U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190-203.
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S. ve Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory- based measure. Journal of Management, 34(1), 89-126.
  • Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275.
  • Workman-Stark, A. L. (2017). Inclusive policing from the inside out. Springer International Publishing. Wuffli, P. A. (2016). Inclusive leadership a framework for the global era. Springer.
  • Ye, Q., Wang, D. & Li, X. (2019). Inclusive leadership and employees’ learning from errors: a moderated mediation model. Australian Journal of Management, 44(3), 462-481.
  • Yılmaz, H. (2014). Bilgi liderliğinin işletme performansı üzerine etkilerinin değerlendirilmesi. Optimum Ekonomi ve Yönetim Bilimleri Dergisi, 1(1), 51-68.
There are 40 citations in total.

Details

Primary Language Turkish
Subjects Leadership in Education
Journal Section Derleme Makelesi
Authors

Necibe Damla Özdemir 0000-0002-1546-5340

İbrahim Umut This is me 0009-0009-7999-8259

İbrahim Talha Özdemir This is me 0000-0002-5240-9268

Early Pub Date October 25, 2023
Publication Date November 10, 2023
Submission Date September 5, 2023
Published in Issue Year 2023 Volume: 4 Issue: 2

Cite

APA Özdemir, N. D., Umut, İ., & Özdemir, İ. T. (2023). EĞİTİMDE KAPSAYICI LİDERLİK. Alanyazın, 4(2), 187-196. https://doi.org/10.59320/alanyazin.1355788