Inclusive Leadership … Driving performance through diversity! Anne-Marie Senior Employers Network for Equality & Inclusion

Traditional styles of leadership: Individualistic Hierarchical Command and Control Surrounded by similar types Results in: Groupthink Confirmation bias Impacts: Engagement Motivation Innovation Insight Performance Leadership in organisations matters

What is Inclusive Leadership?

1.A robust model and definition of IL 2.The extent to which IL is prevalent in organisations 3.The perceived impact of IL: The extent to which diverse people are valued and the presence of IL affected self- perceptions of productivity, satisfaction and engagement 4.The individual, situational and strategic context for IL: The extent to which organisation’s strategy and ways of working impact IL and the associated influence Research Aims

Underpinned by two existing leadership models Transformational leadership Servant leadership A two-part survey: 1.Perceptions of IL in organisations 2.Self-perceptions of productivity, satisfaction and engagement 966 first line supervisors and non-management staff in 10 organisations 61 interviews in 11 organisation CIPD Santander EY Affinity Sutton Nationwide NHS Network Rail Pitney Bowes Page Group Pearson Sodexo Research Methodology

A new model of Inclusive Leadership has emerged supported by 15 distinct competencies Key Finding #1 Confidence Building Growth Foresight Conceptualisation Awareness Stewardship Healing Individualised Consideration Idealised Influence Inspirational Motivation Intellectual Stimulation Unqualified acceptance Empathy Listening Persuasion

People working with Inclusive Leaders are more: Productive Satisfied Engaged The correlation in the survey between the degree of IL and self-ratings of performance, satisfaction and engagement was very high at 0.89 Key Finding #2

People at all levels believe that Inclusive Leadership results in many positive outcomes for the organisation and the individual Enhanced performance and productivity Enhanced loyalty The advance of under-represented groups Enhanced creativity Better services to clients, customers and service users Better teamwork Motivation to go the extra mile High retention Diverse talent pool Key Finding #3

A robust definition of Inclusive Leadership: Leaders who are aware of their own biases and preferences, actively seek out and consider different views and perspectives to inform better decision-making. They see diverse talent as a source of competitive advantage and inspire diverse people to drive organisational and individual performance towards a shared Vision. Key Finding #4

Inclusive Leadership must be role modelled from the top to have the greatest impact Key Finding #5

Having an organisational strategy based on ‘explore’ rather than ‘exploit’ factors will help in the achievement of Inclusive Leadership Key Finding #6

BME employees, those with over five years’ service and disabled respondents report lower ratings of overall Inclusive Leadership. There are no differences in overall survey ratings for the presence or absence of IL by gender, sexuality, religion, caring responsibilities (exc. non-childcare) or educational achievement. Key Finding #7

1.Review recruitment and promotion criteria to ensure IL competencies are included 2.Review management development and reward programmes to ensure IL behaviours are promoted and rewarded 3.Monitor attitudes and culture of IL Recommendations

A new Inclusive Leadership assessment tool 15 Competencies 45 Behavioural Indicators Tools for Change