The Role Of Inclusive Leadership And Sustainability Strategies On Employee Commitment: A Qualitative Study
Abstract views: 5
/ 
PDF downloads: 5
DOI:
https://doi.org/10.5281/zenodo.12603294Keywords:
inclusive leadership, Sustainability, employee commitmentAbstract
Inclusive leadership aims to create an inclusive environment within the organization by considering different perspectives and appreciating the diversity of employees. Sustainability strategies assist organizations in achieving long-term success by balancing economic, social, and environmental factors. Employees may feel more connected to the organization when they contribute to sustainability goals within the organization. Therefore, this research was conducted to uncover the impact of inclusive leadership and sustainability strategies on employee commitment. In line with this objective, the study was conducted through qualitative research with a sample of 20 managers working in construction machinery manufacturing companies in Ankara, selected using the convenience sampling method. The results of the study suggest that employees' perceptions of inclusive leadership and sustainability strategies enhance a sense of belonging, employee commitment, productivity, and awareness. Furthermore, the essential elements of inclusive leadership identified in the study include diversity, creating an inclusive environment, promoting development, and fairness, and fostering trust and belonging. Additionally, the study highlights the importance of recognition, belonging, teamwork, and respect for diversity as codes of inclusive leaders' roles in employee commitment. The findings of this study can assist in identifying more effective strategies to increase employee commitment within organizations and create a more sustainable environment.
References
Al-Atwi, A.A. and Al-Hassani, K.K. (2021). Inclusive leadership: scale validation and potential consequences. Leadership and Organization Development Journal, 42 (8), 1222-1240.
Ashikali, T., Groeneveld, S., & Kuipers, B. (2021). The role of inclusive leadership in supporting an inclusive climate in diverse public sector teams. Review of Public Personnel Administration, 41(3), 497-519.
Bansal, P., & DesJardine, M. R. (2014). Business sustainability: It is about time. Strategic Organization, 12(1), 70-78.
Bakker, A. B., Albrecht, S. L., & Leiter, M. P. (2011). Key questions regarding work engagement. European Journal of Work and Organiational Psychology, 20(1), 4–28.
Baumgartner, S. ve Quass, M. (2010). What is sustainability economics. Ecological Economics. 69(3), s. 445-450.
Bevan, S., Barber, L., & Robinson, D. (1997). Keeping the best a practical guide to retaining key employees. Grantham Book Services.
Blake, T.H. (2015). Managing cultural diversity: implications for organizational competitiveness. Academy of Management Perspectives, 5(3), 45-56.
Bortini, P., Paci, A., Rise, A., & Rojnik, I. (2018). Inclusive leadership: Theoretical framework.
Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science, 26(1), 81–98.
Carmeli, A., Reiter-Palmon, R. and 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. and Park, B.I. (2015). Inclusive leadership and work engagement: mediating roles of affective organizational commitment and creativity. Social Behavior and Personality: An International Journal, 43 (6), 931-943.
Cogliser CC, Schriesheim CA. (2000). Exploring work unit context and leader-member exchange: A multi-level perspective. J. Organ. Behav. 21, 487–511.
Creswell, J. W. (2013). Qualitative Inquiry and Research Design: Choosing Among Five Approaches. SAGE Publications.
Chrobot-Mason, D., Gerbasi, A. and Cullen-Lester, K.L. (2016). Predicting leadership relationships: the importance of collective identity. The Leadership Quarterly, 27 (2), 298-311.
Dansereau, F., Graen, G., & Haga, W. J. (1975) A vertical dyad linkage approach to leadership within formal organizations: a longitudinal investigation of the role making process. Organizational Behavior and Human Performance,13(1), 46−78.
De Lange, D. E., Busch, T., & Delgado-Ceballos, J. (2012). Sustaining sustainability in organizations. Journal of Business Ethics, 110, 151-156.
Echols, S. (2009). Transformational/servant leadership: A potential synergism for an inclusive leadership style. Journal of Religious Leadership, 8(2), 85-116.
Elkington, J. (1998). Cannibals with forks: the triple bottom line of 21st century business. Oxford: Capstone.
Elo, S., & Kyngäs, H. (2008). The qualitative content analysis process. Journal of Advanced Nursing, 62(1), 107-115.
Ferdman, B. M. (2014). The Practice of Inclusion in Diverse Organizations. Diversity at work: The Practice of Inclusion, 3–54.
Ferdman, B. M. (2020). Inclusive leadership: The fulcrum of inclusion. Inclusive Leadership içinde (ss. 3-24). Routledge.
Graen, G., Novak, M. A., & Sommerkamp, P. (1982). The effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational Behavior and Human Performance, 30(1), 109-131.
Guo, Y., Jin, J., & Yim, S. H. (2023). Impact of Inclusive Leadership on Innovative Work Behavior: The Mediating Role of Job Crafting. Administrative Sciences, 13(1), 4.
Agrawal, S., & Harter, J. K. (2009). Employee Engagement Influences Involvement in Wellness Programs. Omaha, NE: Gallup.
Hollander E.P. (2009). Inclusive leadership: The essential leader-follower relationship. New York, America: Taylor Francis Group.
Hollander, E.P. (2012). Inclusive Leadership: the Essential Leader-Follower Relationship. Routledge, New York.
Hoffman, A. J. (1999). Institutional evolution and change: Environmentalism and the US chemical industry. Academy of Management Journal, 42(4), 351–371.
Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007) Leader–member exchange and citizenship behaviors: a meta-analysis. Journal of Applied Psychology, 92(1), 269–277.
Javed, B., Abdullah, I., Zaffar, M. A., ul Haque, A., & Rubab, U. (2019). Inclusive leadership and innovative work behavior: The role of psychological empowerment. Journal of Management & Organization, 25(4), 554-571.
Javed, B., Khan, A. K., & Quratulain, S. (2018). Inclusive leadership and innovative work behavior: Examination of LMX perspective in small, capitalized textile firms. The Journal of Psychology, 152(8), 594-612.
Kanter, R. M. (1968). Commitment and social organization: A study of commitment mechanisms in utopian communities. American Sociological Review, 499-517.
Kiewiet, D. J., & Vos, J. F. (2007). Organisational sustainability: A case for formulating a tailor-made definition. Journal of Environmental Assessment Policy and Management, 9(01), 1-18.
Krippendorff K. (1980). Content Analysis: An Introduction to its Methodology. Sage Publications, Newbury Park.
Kuknor, S. C., & Bhattacharya, S. (2022). Inclusive leadership: New age leadership to foster organizational inclusion. European Journal of Training and Development, 46(9), 771-797.
Leong, C. S., Furnham, A., & Cooper, C. L. (1996). The moderating effect of organizational commitment on the occupational stress outcome relationship. Human relations, 49(10), 1345-1363.
Liden, R. C., & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23 (3), 451-465.
Liden, R. C. & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43-72.
Merriam, S. B. (2009). Qualitative Research: A Guide to Design and Implementation. Jossey-Bass.
Morelli, J., (2011). Environmental Sustainability: A Definition for Environmental Professionals. Journal of Environmental Sustainability, 1(1), 2.
Morse, J. M. (2015). Critical Analysis of Strategies for Determining Rigor in Qualitative Inquiry. Qualitative Health Research, 25(9), 1212–1222.
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 Organizational Behavior, 27(7), 941-966.
O’Reilly, C. A., & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. Journal of Applied Psychology, 71(3), 492.
Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of applied psychology, 59(5), 603.
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.
Roberson, Q.M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group and Organization Management, 31 (2), 212-236.
Shah, H. J., Ou, J. P., Attiq, S., Umer, M., & Wong, W. K. (2022). Does inclusive leadership improve the sustainability of employee relations? Test of justice theory and employee perceived insider status. Sustainability, 14(21), 14257.
Sharma, S. (2000). Managerial interpretations and organizational context as predictors of corporate choice of environmental strategy. Academy of Management Journal, 43(4), 681-697.
Shuck, B., & Herd, A. M. (2012). Employee engagement and leadership: Exploring the convergence of two frameworks and implications for leadership development in HRD. Human Resource Development Review, 11(2), 156–181.
Van Breukelen, W., Schyns, B., & Le Blanc, P. (2006). Leader-member exchange theory and research: Accomplishments and future challenges. Leadership, 2(3), 295-316.
Yasin, R., Jan, G., Huseynova, A., & Atif, M. (2023). Inclusive leadership and turnover intention: the role of follower–leader goal congruence and organizational commitment. Management Decision, 61(3), 589-609.
Ye, Q., Wang, D., & Guo, W. (2019). Inclusive leadership and team innovation: The role of team voice and performance pressure. European Management Journal, 37(4), 468–480.
Yıldırım, A. ve Şimşek, H. (2016). Sosyal Bilimlerde Nitel araştırma Yöntemler. SeçkinYayınevi, Genişletilmiş 10. Baskı
Yukl, G., O’Donnell, M., & Taber, T. (2009). Influence of leader behaviors on the leader‐member exchange relationship. Journal of Managerial Psychology, 24(4), 289–299.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 INTERNATIONAL JOURNAL OF SOCIAL HUMANITIES SCIENCES RESEARCH
This work is licensed under a Creative Commons Attribution 4.0 International License.
