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Personally speaking, the leader I want to become in the future is not someone who demands people what to do but someone who has a positive influence on the community and being recognized and nominated by the crowds with or without an official title since they respect their members and know their value. In other words, it is the inclusive leadership. I wish to be a leader who has a strong well to organize the group efficiently and not only leading them to face the current difficulties but also embrace the insights for the future. On a more specific note, I would like to be very practical and plan out a particular schedule according to the activity and keep the organization motived and keep on track with the process of each project.

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Purpose in Business - the Era of Inclusive Leadership

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Purpose in Business - the Era of Inclusive Leadership

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Juvencio Maeztu | TEDxHamiltonCollege

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Purpose in Business - the Era of Inclusive Leadership | Juvencio Maeztu | TEDxHamiltonCollege

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Create a comfortable environment but also set the rules

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Create a comfortable environment but also set the rules

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First of all, one of the goals of being a reliable leader is to have a good relationship with employees. In other words, I would like to maintain healthy leader-member relationships and let them feel the sense of trust, confidence, reliability, and also respect in my team. Moreover, being a good leader is not only about showing respect to my crew by members but also balance the power brings by the leading position, for example, my control over the issue of employment, penalty, promotion, and the adjustment on salary. Since I don’t want to be the so-called leader but do not have any control over the significant issues.

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Stephen P. Robbins

PhD University of Arizona

Stephen P. Robbins is professor emeritus of management at San Diego State University and the world's best-selling textbook author in the areas of both management and organizational behavior. His books are used at more than a thousand US colleges and universities, have been translated into 19 languages, and have adapted editions for Canada, Australia, South Africa, and India. Dr. Robbins is also the author of the best-selling books, The Truth About Managing People, 2nd Edition (Financial Times/Prentice Hall, 2008) and Decide & Conquer (Financial Times/Prentice Hall, 2004).

In his "other life," Dr. Robbins actively participates in masters' track competitions. Since turning 50 in 1993, he's won 18 national championships; 12 world titles; and set numerous US and world age-group records at 60, 100, 200, and 400 meters. In 2005, Dr. Robbins was elected into the USA Masters' Track & Field Hall of Fame.

Timothy A. Judge

PhD University of Illinois at Urbana-Champaign

Timothy A. Judge is currently the Alutto Professor of Leadership at The Ohio State University; and Visiting Professor, Division of Psychology & Language Sciences, University College London. He has held academic positions at the University of Notre Dame, University of Florida, University of Iowa, Cornell University, Charles University in the Czech Republic, Comenius University in Slovakia, and University of Illinois at Urbana-Champaign. Dr. Judge's primary research interests are in (1) personality, moods, and emotions; (2) job attitudes; (3) leadership and influence behaviors; and (4) careers (person-organization fit, career success). Dr. Judge published more than 154 articles in these and other major topics in journals such as the Academy of Management Journal and the Journal of Applied Psychology. He is a fellow of several organizations, including the American Psychological Association and the Academy of Management. Among the many professional acknowledgments of his work, most recently Dr. Judge was awarded the Academy of Management Human Resources Division's Scholarly Achievement Award for 2014. Dr. Judge is a co-author of Organizational Behavior, 17th Edition, with Stephen P. Robbins, and Staffing Organizations, 8th Edition, with Herbert G. Heneman III. He is married and has three children-a daughter who is a health care social worker, a daughter who is studying for a master's degree, and a son in middle school.

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This is the eBook of the printed book and may not include any media, website access codes, or print supplements that may come packaged with the bound book. For courses in organizational behavior. A streamlined presentation of key organizational behavior concepts Essentials of Organizational Behavior teaches readers how to communicate and interact within organizations, through real-world scenarios.

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Make my members feel respected and valued

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Make my members feel respected and valued

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First of all, I would have a conversation with each of my members whenever a project hits a milestone since they will get motivated if they are aware of what to improve and what is the highlight of their work and also that their leader actually cares about their contributions. Keep giving them feedback is the first step, second step to win over their respect is that I never leave the office if the team still needs support and help on their project to show them that we are in the same boat and I have their backs.

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Bonnie St. John @LEAD Presented By HR.com

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The Power of Inclusive Leadership - Bonnie St. John @LEAD Presented By HR.com

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As for the power over important issues, I would first have clear rules and make the criteria transparent, so they are aware that nothing is shady. Secondly, suppose anyone violates the rules, or they meet the standard. In that case, the promotion or the penalty will be made as soon as possible so that everyone understands that we should keep organized and go by the rules and that I do have control over their status.

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I wish to be a positive leader to influence people around me and make a change to the team. However, I probably will find it hard to balance between being nice to people and also have a strict attitude on the result and their performance. I do not like to be very harsh on members, but if I can manage to be strict when I have to and also do not trigger any hate, and still maintain a friendly atmosphere in the office, I will be a great leader.

It cannot only boost my confidence in leading a larger team, but it will also destress my members since they know I will only be very hard to deal with when they are not meeting my requirements but not for other irrelevant reasons.

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What makes people feel included in organizations? Feel that they are treated fairly and respectfully, are valued and belong? Many things of course, including an organization's mission, policies, and practices, as well as co-worker behaviors.

But mostly it comes down to leaders. We find that what leaders say and do makes up to a 70% difference as to whether an individual reports feeling included. And this really matters because the more people feel included, the more they speak up, go the extra mile, and collaborate - all of which ultimately lifts organizational performance.

Given this formula, inclusive leadership is emerging as a unique and critical capability helping organizations adapt to diverse customers, markets, ideas and talent. Our previous research found that inclusive leaders share a cluster of six signature traits:

1. Visible commitment: They articulate authentic commitment to diversity, challenge the status quo, hold others accountable, and make diversity and inclusion a personal priority.

2. Humility: They are modest about capabilities, admit mistakes, and create the space for others to contribute.

3. Awareness of bias: They show awareness of personal blind spots, as well as flaws in the system, and work hard to ensure a meritocracy.

4. Curiosity about others: They demonstrate an open mindset and deep curiosity about others, listen without judgment, and seek with empathy to understand those around them.

5. Cultural intelligence: They are attentive to others' cultures and adapt as required.

6. Effective collaboration: They empower others, pay attention to diversity of thinking and psychological safety, and focus on team cohesion.

This sounds like a laundry list, so it's not surprising that we are regularly asked which is the most important trait. The answer depends on who is asking. If it's the leader, commitment is the most critical, because without it, the other five attributes can't be fully developed.

For those working around a leader, such as a manager, direct report or peer, the single most important trait generating a sense of inclusiveness is a leader's visible awareness of bias. To underscore this insight: Our analysis of the 360-degree Inclusive Leadership Assessments (ILA) of more than 400 leaders made by almost 4,000 raters reveals that while all six traits are important and operate as a cluster, a leader's awareness of personal and organizational biases is the number one factor that raters care most about.

Comments from raters on the ILA tell us that they particularly notice, for example, when a leader "constantly challenges (their) own bias and encourages others to be aware of their pre-conceived leanings" or when a leader seeks insight into their biases by, for example, "[Asking] others to test whether their thought process is biased in any way."

But this is not all. Raters are not looking for a simple acknowledgment of bias, tinged with a fatalistic sense that little can be done about it. They care about awareness of bias coupled with two additional behaviors:

Humility: Raters want to see that their leaders are determined to address their biases. Fatalism looks like "Hey, I know I have this prejudice, but whatever, I am what I am." In contrast, leaders who are humble acknowledge their vulnerability to bias and ask for feedback on their blind spots and habits.For example, one direct report told us that their leader "is very open and vulnerable about her weaknesses, which she mentions when we undergo team development workshops. She shares her leadership assessments openly with the team and often asks for feedback and help to improve." Our research shows that when cognizance of bias is combined with high levels of humility it can increase raters' feelings of inclusion by up to 25%.

Empathy and perspective taking: Raters aren't looking for their leaders to try to understand their viewpoint and experience as a dry intellectual exercise, but empathically. That means understanding others deeply and leaving them feeling heard. For example, one rater commented "[The leader's] empathy in interacting with others, makes [the leader] approachable, trustworthy and shows [their] eagerness to work with and/or support peers, colleagues and superiors." When cognizance of bias is combined with high levels of empathy/perspective-taking, it can increase raters' feelings of inclusion by up to 33%.

Why are humility and empathy so important in this context? Humility encourages others to share their feedback (e.g., that a leader might have favorites or have a tendency to interrupt people or regularly ignore a class of information). Empathy and perspective taking gives people hope that a leader cares about them and takes their views into account, rather than barreling on with preconceptions or a narrow set of ideas about their perspectives. Moreover, it creates a sense of personal connection between leaders and a diverse set of stakeholders, making it easier to make and implement shared decisions.

Putting the traits to work

How can leaders put these insights into practice? One tactic is to establish a diverse personal advisory board (PAD) - a group of people, often peers, who have regular contact with the leader and whom the leader trusts to talk straight. These trusted advisers can give leaders granular feedback on everyday interpersonal behaviors that support or inhibit inclusion, for example: Does the leader give equal time to all meeting participants, or favor those who are co-located over those who have dialed in? Does the leader always refer to one gender when giving examples or both? Does the leader use a broad spectrum of imagery when addressing a diverse audience, or imagery (such as sport metaphors or all male iconography) that represents only one group of people? Because a PAD is ongoing, leaders can receive feedback on whether the changes they make are hitting the mark.

A second tactic is for leaders to share their learning journey about recognizing and addressing biases. We have seen leaders do this by discussing their 360 assessment results with their manager, speaking at a town hall about their growth or creating a standing item in weekly team meetings ("inclusion moments"), during which they or a team member identifies what they have learned that week about diversity and inclusion. These actions express humility, help leaders to test and build on their insights and role model the importance of humility in addressing biases.

A third tactic is for leaders to immerse themselves in uncomfortable or new situations which expose them to diverse stakeholders, for example by attending an Employee Resource Group meeting, or sitting in different parts of the workplace each week. Exposure, combined with open-ended questions, helps to expand horizons and disrupt pre-conceived ideas.

Inclusive leadership is a critical capability to leverage diverse thinking in a workforce with increasingly diverse markets, customers, and talent. We have previously observed that only one in three leaders holds an accurate view about their inclusive leadership capabilities. A third believe they are more inclusive than they are actually perceived by those around them to be, while a third lack confidence in their inclusive leadership capability and so do less than they could to actively guide others and challenge the status quo.

Becoming more aware is critical to self-development, but awareness in isolation is not sufficient. Without humility and empathy/perspective taking, it's difficult for leaders to gain deep insights into the nature of their blind spots or remedial strategies and, therefore, to grow. This requires effort, but fortunately the circle of learning is virtuous. Leaders who are humble and empathetic will be open to criticism about their personal biases, and greater self-insight into personal limitations prompts greater humility, empathy and perspective-taking. Not only are these behaviors critical for leaders' personal development, they also serve to make others feel more included along the way. And that is, of course, the objective.

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Inclusive leadership is emerging as a unique and critical capability helping organisations adapt to diverse customers, markets, ideas and talent. For those working around a leader, such as a manager, direct report or peer, the single most important trait generating a sense of inclusiveness is a leader's visible awareness of bias.

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Robbins, S. P., & Judge, T. A. (2018). Essentials of organizational behavior. Harlow: Pearson Education Limited.

Bourke, J., & Titus, A. (2020, March 06). The key to Inclusive leadership. Retrieved April 01, 2021, from https://hbr.org/2020/03/the-key-to-inclusive-leadership