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Inclusive Leadership's Evolving Context: Organizational Climate and Culture Connect

Dezenberg, Maria E.
http://rave.ohiolink.edu/etdc/view?acc_num=antioch1510729562168206

Abstract Details

2017, Ph.D., Antioch University, Leadership and Change.
Conventional forms of leadership that are prominent in organizational life today are seemingly antithetical to the landscape of our dynamic, global society. The continued focus on traditional hierarchies with leadership that functions in a “chain of command” manner begs the question of how organizations can reshape routines and relationships to reflect processes of inclusion and collaboration that have the capability of provoking progressive change in organizations. Diversity and Inclusion scholars have identified the newer construct of inclusive leadership as apt to advance climates and cultures of inclusion through social processes that encourage inclusive practices and behaviors. These fluid aspects of inclusive leadership strengthen how organizations foster the engagement of organizational members across groups, functions, and/or levels to stimulate change within work settings. While scholars have ascertained the necessity of expanding our knowledge of the inclusion construct by examining inclusion in more depth, inclusive leadership remains an anomaly as it positions leadership as a collective, social process. The complexities associated with research in this area were instrumental in my choice to pursue an exploratory critical (single) case study with grounded theory for this dissertation research to better understand the social processes associated with inclusive leadership within a contained work environment. This multiple method qualitative study utilized intensive interviewing, field observations, and document reviews to explore inclusive leadership in a K-12 school district. Thematic, content, and dimensional analyses elicited findings associated with human connection, change, and evolving contexts associated with inclusive systems. The overlapping case study and grounded theory findings served as the basis for the development of an inclusive leadership model. The research provided empirical evidence of inclusive leadership’s effect on organizational climates and cultures eliciting four theoretical propositions that expand scholarship in the areas inclusive leadership, inclusive practices and behaviors, and climates and cultures of inclusion. Recommendations for future research invite further exploration of inclusive leadership with inquiry across multiple organizations and/or different sectors with the use of different research designs to build on this study’s findings. This dissertation is available in open access at AURA, http://aura.antioch.edu/ and OhioLINK ETD Center, https://etd.ohiolink.edu
Lize Booysen, DBL (Committee Chair)
Elizabeth Holloway, Ph.D. (Committee Member)
Harriet Schwartz, Ph.D. (Committee Member)
Placida Gallegos, Ph.D. (Committee Member)
242 p.
Business Administration; Cognitive Psychology; Communication; Education; Educational Leadership; Ethics; Multilingual Education; Organizational Behavior; Psychology; School Administration
inclusive leadership; organizational culture; organizational climate; workplace climate; Positive Organizational Scholarship; education; inclusion; employee voice; high-quality relationships; positive communication; change; grounded theory; case study

Recommended Citations

Citations

  • Dezenberg, M. E. (2017). Inclusive Leadership's Evolving Context: Organizational Climate and Culture Connect [Doctoral dissertation, Antioch University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1510729562168206

    APA Style (7th edition)

  • Dezenberg, Maria. Inclusive Leadership's Evolving Context: Organizational Climate and Culture Connect . 2017. Antioch University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=antioch1510729562168206.

    MLA Style (8th edition)

  • Dezenberg, Maria. "Inclusive Leadership's Evolving Context: Organizational Climate and Culture Connect ." Doctoral dissertation, Antioch University, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1510729562168206

    Chicago Manual of Style (17th edition)

antioch1510729562168206
691
© 2017, all rights reserved.
This open access ETD is published by Antioch University and OhioLINK.