1. Inclusive Leadership … Driving performance through diversity!
Dan Robertson
Diversity & Inclusion Director
Employers Network for Equality & Inclusion

2. Leadership in a rapidly changing world

3. Leadership in a rapidly changing world

4. Research Aims A robust model and definition of IL
The extent to which IL is prevalent in organisations
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
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

5. 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.

6. A new model of Inclusive Leadership supported by 15 distinct competencies
Individualised Consideration – Do your leaders show individual interest and offer one-to-one support for diverse people?
Idealised Influence – Do your leaders provide an appealing vision that inspires diversity of thinking and being?
Inspirational Motivation – Do your leaders encourage diverse talent to develop ideas and to be challenging?
Intellectual Stimulation – Do your leaders encourage creative thinking?
Unqualified Acceptance – Do your leaders show acceptance of everyone without bias?

7. Empathy – Do your leaders appreciate the perspectives of others and endeavour to understand how others feel?
Listening – Do your leaders listen to the opinions of diverse groups?
Persuasion – Can your leaders command credible influence on people's actions without force or coercion?
Confidence Building – Do your leaders provide positive feedback to boost people's self-efficacy?
Growth – Do your leaders provide opportunities for all diverse employees to realise potential, make autonomous and unique contributions and progress with the organisation?

8. Foresight – Are your leaders able to consider the views of others about possible business outcomes?
Conceptualisation – Are your leaders able to focus on how diverse employees contribute to long-term objectives?
Awareness – Do your leaders have self-awareness of how preconceived views can influence behaviour towards others?
Stewardship – Do your leaders show commitment to leading by serving others for the good of everyone rather than for self-gain?
Healing – Do your leaders show respect for the wellbeing of all employees?

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

10. Contact Dan Robertson: Diversity & Inclusion Director
Employers Network for Equality & Inclusion (
Tel:
LinkedIn: Dan Robertson