《CATALYST:认真对待包容性领导力:让变革由你开始(英文版)(21页).pdf》由会员分享,可在线阅读,更多相关《CATALYST:认真对待包容性领导力:让变革由你开始(英文版)(21页).pdf(21页珍藏版)》请在三个皮匠报告上搜索。
1、DNIKA J.TRAVIS,PHDEMILY SHAFFER,PHDJENNIFER THORPE-MOSCON,PHDGETTING REAL ABOUT INCLUSIVE LEADERSHIPWHY CHANGE STARTS WITH YOUGETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CHANGE STARTS WITH YOU|2 CATALYST.ORGAs a people manager,youve probably faced one or more of these dilemmas.And while you may be c
2、onfident in your ability to deliver on business goals,creating a cohesive team where everyone is excited to contribute and innovate can be more challenging.Building an inclusive team culture is key.We surveyed over 2,100 employees at large corporationsmost of whom worked in one of 8 countriesto look
3、 deeply at predictors of inclusion.Our findings show that a managers behavior has a direct link to an employees experience of inclusionin fact,almost half of an employees experience of inclusion can be explained by managerial inclusive leadership behaviors.1And what are the manager behaviors that pr
4、edict inclusion?We tested that,tooand we uncovered2 a model of inclusive leadership3 that balances both leading outward and leading inward.Leading outward is what you do to ensure team members are treated fairly,empowered,and able to flourish.Leading inward requires a hard look at who you are and yo
5、ur inner ability to act courageously,learn,and self-reflect.You feel stuck leading your teamunsure of the best approach to help people take more ownership of their work.Everyone you work with is geographically dispersed,and you are getting feedback that people are not trusted to make their own decis
6、ions.Your team members fear making mistakesand while you dont want to admit it,so do you.Since youre on the hook to show measurable progress for your companys inclusion and diversity goals,you feel mounting pressure to“get it right”or to“fix it.”Managers Have the Power and Responsibility to Lead Wit
7、h InclusionLEADING OUTWARD What you do to ensure team members are treated fairly,empowered,and able to flourish.LEADING INWARD Requires a hard look at who you are and your inner ability to act courageously,learn,and self-reflect.GETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CHANGE STARTS WITH YOU|3 CA
8、TALYST.ORGWe found that managers who practice both leading outward and leading inward can boost employee experiences of being valued,authentic,trusted,and psychologically safe at workthe hallmarks of an inclusive workplace.4 Crucially,these experiences benefit employees and companies in tangible way
9、sincreasing team problem-solving,5 employee engagement,6 retention,7 and employee innovation.8So lets get real.You as a manager have the power and responsibility to lead with inclusion and reap the benefits for both your business and your team members.Start by understanding the six core leadership b
10、ehaviors and how they are connected to employee inclusion.ValuedTrustedPsychological Safety:Risk-TakingPsychological Safety:LatitudeAuthenticLEADINGLEADINGOUTWARDINWARDPREDICTS AN INCLUSIVE WORKPLACEACCOUNTABILITYOWNERSHIPALLYSHIPCOURAGEHUMILITYCURIOSITYGETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CH
11、ANGE STARTS WITH YOU|4 CATALYST.ORGKey Findings Catalysts inclusive leadership model powerfully predicts inclusion among employees in a diverse cross-section of countries and populations.o45%of employee experiences of inclusion are explained by their managers inclusive leadership behaviors.Our model
12、 features two complementary dimensions and six core behaviors.oLeading outward accountability,ownership,allyship.oLeading inward curiosity,humility,courage.Many respondents report“often”or“always”having a positive experience of inclusion at work,but a large percentage do nothighlighting an opportuni
13、ty for managers to improve their own inclusive leadership skills.Positive experiences of inclusion benefit both employees and employers.9 These experiences of inclusion explain:o49%of team problem-solving.o35%of work engagement.o20%of intent to stay.o18%of employee innovation.POSITIVE EXPERIENCES OF
14、 INCLUSION BENEFIT BOTH EMPLOYEES AND EMPLOYERS.GETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CHANGE STARTS WITH YOU|5 CATALYST.ORGABOUT THIS STUDY This study draws from quantitative data collected through the Catalyst Inclusion Accelerator a diagnostic tool that evaluates and monitors how employees a
15、nd teams experience inclusion.It includes survey results from 2,164 employees10 from 15 global companies in mostly eight countries.GENDERSEXUAL ORIENTATIONDo not identify as lesbian,gay,bisexual,queer,or asexual90%Prefer not to say 7%Identify as lesbian,gay,bisexual,queer,or asexual3%WomenNon-binary
16、/Gender-fluid/Third gender/Trans spectrumMenPrefer to self-describePrefer not to say50%1%1%47%3%ETHNICITY11identify as a member of an underrepresented racial or ethnic groupidentify as white72%28%AGE187343AVGJOB LEVEL63%22%11%3%Trusted.30 Psychological safety:Risk-taking.31 People who preferred not
17、to indicate their gender reported feeling less included across all aspects of an inclusive workplace compared to people reporting their gender as woman or man.This pattern is striking,even as we acknowledge that there is more insight needed.More and more employees want to reflect aspects of their id
18、entity in a dynamic way,rather than only“checking a box.”32 Although this may be a challenge for understanding inclusion metrics,it is an opportunity for managers to address real issues faced by their employees.GETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CHANGE STARTS WITH YOU|14 CATALYST.ORGPERCENT
19、AGE REPORTING“OFTEN”OR“ALWAYS”EXPERIENCING AN INCLUSIVE WORKPLACETRUSTEDTRUSTEDTRUSTEDVALUEDVALUED1.The difference between men and women for trusted and psychological safety:risk-taking is significant,p .01.Sample size was not large enough to report on experiences of individuals who identify as non-
20、binary or prefer to self-describe.2.The sample size of those who report preferred not to say for gender was small,so statistically significant differences could not be determined.However,the sample was sizeable enough to present patterns for exploring and further discussion.3.Race and ethnicity data
21、 were drawn from those in Canada,the United States,the United Kingdom,Ireland,and Australia only.No significant differences were found between women and men of color.4.Sample size restrictions prevented us from examining statistically significant differences for those who identified as LGBQA or pref
22、erred not to say.However,we present the pattern of findings for further discussion.Transgender individuals are not considered here because this question pertains only to sexual orientation,not to gender identity.VALUEDAUTHENTICAUTHENTICAUTHENTICPSYCHOLOGICAL SAFETY:LATITUDEPSYCHOLOGICAL SAFETY:LATIT
23、UDEPSYCHOLOGICAL SAFETY:LATITUDEPSYCHOLOGICAL SAFETY:RISK-TAKINGPSYCHOLOGICAL SAFETY:RISK-TAKINGPSYCHOLOGICAL SAFETY:RISK-TAKINGGENDER1IDENTIFY AS LESBIAN,GAY,BISEXUAL,QUEER,OR ASEXUAL4RACE/ETHNICITY3ALL WOMENYESWOMEN OF COLORALL MENNOPREFER NOT TO SAY2PREFER NOT TO SAYMEN OF COLOR64%55%58%51%49%37%
24、24%39%73%54%45%65%54%47%58%65%53%56%69%53%41%61%51%46%55%63%63%56%53%50%37%32%50%69%55%46%61%49%46%61%GETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CHANGE STARTS WITH YOU|15 CATALYST.ORGLead Inclusively.Make an Impact.As you can see,inclusive leadership and employee experiences of inclusion are intert
25、wined.33 Indeed,the more managers engage in inclusive leadership behaviors,the more employees feel valued,trusted,authentic,and psychologically safe at work.It is a profound connection:our study findings show that for every one-unit change in inclusive leadership,there was a 2/3 positive uptick,or s
26、tep up,in respondents experience of inclusion.As a manager,you have a responsibility to be a constant role model for inclusive behavior.Because change starts with you,lead inwarddemonstrate courageous leadership,be curious,learn from others,let go of your desire to be right,and own your limitations.
27、And lead outward by supporting your teamhold them accountable,give them the support to take ownership of their work and their specific role,and advocate on their behalf.INTERCONNECTION BETWEEN INCLUSIVE LEADERSHIP AND INCLUSIONManagerial Inclusive LeadershipExperience of InclusionAS A MANAGER,YOU HA
28、VE A RESPONSIBILITY TO BE A CONSTANT ROLE MODEL FOR INCLUSIVE BEHAVIOR.GETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CHANGE STARTS WITH YOU|16 CATALYST.ORGThe Benefits of InclusionEmployee experiences of inclusion34 are sparks that generate benefits for employees and employers.Previous research has fo
29、und that different aspects of inclusion are connected to enhanced innovation and team citizenship,35 ability to speak up,36 and job performance,37 as well as reduced job neglect38 and conflict among diverse groups.39 Adding to those benefits,our study found that employees overall experiences of incl
30、usion also explain:The fact that inclusion explains 18%to 49%of these phenomena is remarkableespecially given how complex each of them is and how many other factors contribute to a persons perceptions about them.It also gives you,the manager,clear reasons for taking steps to build a more inclusive w
31、orkplace.49%An employees view of how constructively their team works together to find solutions to problems and resolve conflicts.TEAM PROBLEM-SOLVING20%An employees interest in remaining with the organization.EMPLOYEE INTENT TO STAY35%An employees emotional investment in their work and the companys
32、 mission.WORK ENGAGEMENT18%An employees ability to generate new ideas,processes,and approaches to achieving goals.EMPLOYEE INNOVATIONTHE FACT THAT INCLUSION EXPLAINS 18%TO 49%OF THESE PHENOMENA IS INVALUABLEESPECIALLY GIVEN HOW COMPLEX EACH OF THEM ISAND HOW MANY OTHER FACTORS CONTRIBUTE TO A PERSON
33、S PERCEPTIONS ABOUT THEM.GETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CHANGE STARTS WITH YOU|17 CATALYST.ORGWhy Change Starts With YouYou are a role model and you set the tone for your team.Your words and actions demonstrate what behavior and results you expect from them.Leading outward and leading i
34、nward with all the members of your team is a big first step to helping them feel more included.Along the way,it will also help you make progress overcoming common challenges such as how to ensure that a globally dispersed team feels cohesive and valued.Or,how to“check your privilege”and what that ev
35、en means.Or,how to start a conversation about social issues(e.g.,sexual harassment,racism)that you know are affecting team members but are so hard to talk about,especially when youre afraid of saying the wrong thing.With a deeper understanding of how inclusion is experienced by team members,its bene
36、fits,and the leading outward,leading inward model of leadership,you are well-equipped to ensure all employees can belong,contribute,and thrive.Start now with the following action steps.LEADING OUTWARD AND LEADING INWARD WITH ALL THE MEMBERS OF YOUR TEAM IS A BIG FIRST STEP TO HELPING THEM FEEL MORE
37、INCLUDED.GETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CHANGE STARTS WITH YOU|18 CATALYST.ORGGet Uncomfortable,Support Your TeamGET UNCOMFORTABLE.PRACTICE.REPEAT.In meeting your inclusion goals,one thing is guaranteed:you will feel uncomfortable.40 So,as the saying goes,“get comfortable with the uncom
38、fortable.”But dont let your discomfort overwhelm you.Instead,lead inward.Focus on learning,being humble enough to say,“This is more difficult than I want it to be or expected,”and courageously committing to doing things differently.Stay focused.Keep practicing building inclusive leadership skillsno
39、matter how uncomfortable,disheartened,or overwhelmed you may feel.LET GO OF YOUR DESIRE TO BE RIGHT.Consider that the way others may solve a problem or take initiative could be just as,or more,effective than your way of doing things.Inclusive leaders are humble enough to admit that they dont have al
40、l the answers.Engage in curiosity by seeking out others perspectives.41 And inspire team members to do the same by attending to different viewpoints.42 Focus on helping your employees take ownership of their work.Give them the tools and support to execute on goals and take great pride in their accom
41、plishments and sense of collaboration.SPEAK UPSILENCE IS NOT SUPPORT.Allyship is about intentional action to demonstrate support for individuals or groups who are marginalized or underrepresented.Lead outward as an ally by speaking up when you see biased behavior.Lead inward by researching the syste
42、mic,structural,and historic features of our workplaces and society that create different challenges and opportunities for people based on their different identities.Advocate for fair treatment of people who are overlooked,undervalued,or dismissed because of an aspect of their identity.People of all
43、genders,ethnicities,and cultural backgrounds can be allies,but you cannot be an ally in silence.Take ActionGETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CHANGE STARTS WITH YOU|19 CATALYST.ORGGET PRECISE.What do you do when your diversity numbers meet requirements,but you still hear complaints from und
44、errepresented groups(e.g.,people of color)?To address this common challenge,remember that diversity without inclusion does not work.Start by examining your gender metrics through an intersectional lens.43 Remind yourself that“Gender does not exist in a vacuum.It overlaps with other categories such a
45、s race,ethnicity,class,nationality,and religion to shape our identities.”44 Dont dismiss data because it may be hard to interpret,complex,or never talked about,or because your sample size is not large enough.At the same time,if you have a small sample,dont assume these specific experiences can be at
46、tributed to all.Hold focus groups and set up one-on-one conversations to fully understand the unique experiences faced by your employees across all intersections of identity.Talk to employee resource groups(ERGs)about how employees may be navigating different aspects of their identities.Ask:“What ar
47、e the unspoken issues in this organization that stifle your feelings of inclusion?”Dont try to fix what you hear immediately.Rather,affirm those experiences and follow up for further discussion and action.WE THANK OUR LEAD FOR EQUITY AND INCLUSION DONORS FOR THEIR GENEROUS SUPPORT OF OUR WORK IN THI
48、S AREA.Lead Donor Pfizer Inc.Major Donors McDonalds CorporationMorgan StanleyNationwidePartner Donors KeyBankUPSGETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CHANGE STARTS WITH YOU|20 CATALYST.ORGEndnotes1.We conducted a structural equation model examining the impact of inclusive leadership on inclusi
49、on.Assessment of the model indicated good fit,RMSEA=.04,CFI=.96,NFI=.95,SRMR=.04.Inclusive leadership significantly predicted inclusion,=.67,SE=.02,p.001,such that as inclusive leadership increases by 1 standard deviation,employees experience of inclusion increases by two-thirds of a standard deviat
50、ion.Additionally,45%of the variance in inclusion was explained by inclusive leadership.2.This report is theoretically grounded in a literature review that was conducted to identify key components related to inclusive leadership and inclusion in the workplace.We then developed a comprehensive questio
51、nnaire to measure constructs identified in our review.These constructs were empirically validated using confirmatory factor analysis,and the relationship between inclusive leadership and inclusion,as well as those between inclusion and the outcomes of inclusion,were confirmed using structural equati
52、on modeling.3.Inclusive leadership was assessed as a latent composite with three“Leading Inward”(humility,curiosity,and courage)and three“Leading Outward”(autonomy,accountability,and allyship)latent indicators,RMSEA=.05,CFI=.97,NFI=.97,SRMR=.03,indicating good fit.4.Inclusion was assessed as a laten
53、t composite with five latent indicatorsAuthentic,Trusted,Psychological Safety:Latitude,Psychological Safety:Risk-taking,and Valued,RMSEA=.06,CFI=.95,NFI=.95,SRMR=.04,indicating good fit.5.Structural equation modeling was used to assess the impact of experiences of inclusion on team problem-solving.G
54、ood model fit was found,RMSEA=.06,CFI=.95,NFI=.95,SRMR=.04.The second order factor of inclusion significantly predicted team problem-solving,=.70,SE=.03,p.001,such that as experiences of inclusion increases by 1 standard deviation,employees perception of team problem-solving increases by nearly thre
55、e-quarters of a standard deviation.49%of the variance in team problem-solving was explained by experiences of inclusion.6.Structural equation modeling was used to assess the impact of experiences of inclusion on work engagement.Assessment of the model indicated good model fit,RMSEA=.06,CFI=.95,NFI=.
56、94,SRMR=.04.Experiences of inclusion significantly predicted work engagement,=.59,SE=.03,p.001,such that as experiences of inclusion increases by 1 standard deviation,work engagement increases by 59%of a standard deviation.Additionally,experiences of inclusion explains 35%of the variance in work eng
57、agement.7.Structural equation modeling was used to assess the impact of experiences of inclusion on retention.Good model fit was found,RMSEA=.06,CFI=.94,NFI=.95,SRMR=.04.Experiences of inclusion significantly predicted retention,=.45,SE=.04,p.001,such that as experiences of inclusion increases by 1
58、standard deviation,retention increases by nearly one-half of a standard deviation.Experiences of inclusion explains 20%of the variance in retention.8.Structural equation modeling was used to assess the impact of experiences of inclusion on employee innovation.Good model fit was found,RMSEA=.06,CFI=.
59、95,NFI=.94,SRMR=.04.Experiences of inclusion significantly predicted employee innovation,=.42,SE=.03,p.001,such that as experiences of inclusion increases by 1 standard deviation,employee innovation increases by approximately two-fifths of a standard deviation.Experiences of inclusion explains 18%of
60、 the variance in employee innovation.9.Jennifer Thorpe-Moscon,Inclusion Is Key to Keeping Canadian High Potentials(Catalyst,2015);Jeanine Prime and Elizabeth R.Salib,Inclusive Leadership:The View From Six Countries(Catalyst,2014).10.Percentages are based on those who responded for each demographic v
61、ariable and may not be representative of the overall sample.For some variables there is missing data,which limits our ability to draw conclusions based on these demographics.Some variables do not add to 100%due to rounding.11.The number of respondents reporting their race and/or ethnicity may be dif
62、ferent from the overall number of sample respondents.This information is not available for all countries.We acknowledge that the composition of racial and/or ethnic groups in your organization may vary across regions,countries,and/or local areas.However,due to sample size restrictions,race and/or et
63、hnicity findings will only be presented for two groups:people who identified as a member of an underrepresented racial and/or ethnic group and people who only identified as white.12.Gretchen Ki Steidle,Leading From Within:Conscious Social Change and Mindfulness for Social Innovation(Cambridge,MA:MIT
64、 Press,2017):p.xix.13.Laura Sherbin and Ripa Rashid,“Diversity Doesnt Stick Without Inclusion,”Harvard Business Review(February 1,2017);Corinne A.Moss-Racusin,Jojanneke van der Toorn,John F.Dovidio,Victoria L.Brescoll,Mark J.Graham,and Jo Handelsman,Scientific Diversity Interventions,Science,vol.343
65、,no.6171(2014):p.615616.14.Bernardo M.Ferdman,Paradoxes of Inclusion:Understanding and Managing the Tensions of Diversity and Multiculturalism,The Journal of Applied Behavioral Science,vol.53,no.2(2017):p.235263;Lynn M.Shore,Amy E.Randel,Beth G.Chung,Michelle A.Dean,Karen Holcombe Ehrhart,and Gangar
66、am Singh,Inclusion and Diversity in Work Groups:A Review and Model for Future Research,Journal of Management,vol.37,no.4(2011):p.12621289;Michalle E.Mor-Barak and David A.Cherin,A Tool to Expand Organizational Understanding of Workforce Diversity:Exploring a Measure of Inclusion-Exclusion,Administra
67、tion in Social Work,vol.22,no.1(1998):p.4764.15.Catalyst,Engaging in Conversations About Gender,Race,and Ethnicity in the Workplace(2016).16.Leonard Karakowsky and Sara L.Mann,Setting Goals and Taking Ownership:Understanding the Implications of Participatively Set Goals From a Causal Attribution Per
68、spective,Journal of Leadership&Organizational Studies,vol.14,no.3(2008):p.260270.17.David Conrad,“Workplace Communication Problems:Inquiries by Employees and Applicable Solutions,”Journal of Business Studies Quarterly,vol.5,no.4(2014):p.105116;Edward L.Deci,James P.Connell,and Richard M.Ryan,“Self-D
69、etermination in a Work Organization,”Journal of Applied Psychology,vol.74,no.4(1989):p.580590.18.Justin Rosenstein,“5 Strategies for Big-Picture Thinking,”Fast Company(September 25,2014).19.Jean Kantambu Latting and V.Jean Ramsey,Reframing Change:How to Deal with Workplace Dynamics,Influence Others,
70、and Bring People Together to Initiate Positive Change(Santa Barbara,CA:Praeger,2009).20.Jennifer Thorpe-Moscon,Alixandra Pollack,and Olufemi Olu-Lafe,Empowering Workplaces Combat Emotional Tax for People of Colour in Canada(Catalyst,2019).21.Sheree Atcheson,“Allyship The Key to Unlocking the Power o
71、f Diversity,”Forbes,November 30,2018.22.Jeanine Prime and Corinne A.Moss-Racusin,Engaging Men in Gender Initiatives:What Change Agents Need to Know(Catalyst,2009).23.Catalyst,How to Combat Unconscious Bias as an Individual(February 11,2015).GETTING REAL ABOUT INCLUSIVE LEADERSHIP:WHY CHANGE STARTS W
72、ITH YOU|21 CATALYST.ORG24.Sheree Atcheson,“Allyship The Key To Unlocking The Power of Diversity,”Forbes,November 30,2018.25.Benjamin Amos and Richard J.Klimoski.Courage:Making Teamwork Work Well,Group&Organization Management,vol.39,no.1(February 3,2014):p.110128;Genevieve Capowski Anatomy of a Leade
73、r:Where Are the Leaders of Tomorrow?Management Review,vol.83,no.3(March 1994):p.1017.26.Jeanine Prime and Elizabeth R.Salib,Inclusive Leadership:The View From Six Countries(Catalyst,2014);Lisa H.Nishii,“The Benefits of Climate For Inclusion for Gender-Diverse Groups,Academy of Management Journal,vol
74、.56,no.6(2013):p.17541774;Amy Edmondson,Psychological Safety and Learning Behavior in Work Teams,Administrative Science Quarterly,vol.44,no.2(June 1,1999):p.350383.27.In initial exploratory factor analysis,psychological safety loaded on two distinct factors.Upon analysis of these factors,the compone
75、nts of latitude and risk-taking were identified.28.Researchers define undermining workplace behaviors as indirect or direct actions that are“intended to hinder,over time,the ability to establish and maintain positive interpersonal relationships,work-related success,and favorable reputation”(p.332).S
76、ee Michelle K.Duffy,Daniel C.Ganster,and Milan Pagon,Social Undermining in the Workplace,Academy of Management Journal,vol.45,no.2(April 2002):p.331351.29.Travis L.Jones,“A Point of View:Inclusion Is a Journey,Not a Destination,”The Inclusion Solution,June 27,2013;Inspire9,“Diversity and Inclusion I
77、s a Journey Not a Destination,”Medium,December 5,2018;Dnika J.Travis and Julie S.Nugent,Culture Matters:Unpacking Change and Achieving Inclusion(Catalyst,2014).30.t(2084)=4.62,p .001.31.t(2084)=3.38,p .01.32.Glenn Llopis,How Leaders Constantly Strip Their Employees of Their Identities,Forbes,March 7
78、,2017.33.Prime and Salib,2014;Amy E.Randel,Benjamin M.Galvin,Lynn M.Shore,Karen Holcombe Ehrhart,Beth G.Chung,Michelle A.Dean,and Uma Kedharnath,Inclusive Leadership:Realizing Positive Outcomes Through Belongingness and Being Valued for Uniqueness,Human Resource Management Review,vol.28,no.2(June 20
79、18):p.190203;Kim C.Brimhall,Inclusion Is Important.But How Do I Include?Examining the Effects of Leader Engagement on Inclusion,Innovation,Job Satisfaction,and Perceived Quality of Care in a Diverse Nonprofit Health Care Organization,Nonprofit and Voluntary Sector Quarterly,vol.48,no.4(February 2019
80、).34.For in-depth discussions about conceptualizations of inclusion,see as examples:Michlle E.Mor Barak,Managing Diversity:Toward a Globally Inclusive Workplace(Los Angeles:Sage,2016);Lynn M.Shore,Jeanette N.Cleveland,and Diana Sanchez.Inclusive Workplaces:A Review and Model,Human Resource Managemen
81、t Review,vol.28,no.2(June 2018):p.176189;Bernardo M.Ferdman,The Practice of Inclusion in Diverse Organizations,in Diversity at Work:The Practice of Inclusion,ed.Bernardo M.Ferdman and Barbara R.Deane(Hoboken:Wiley,2013):p.354.35.Prime and Salib,2014.36.Dnika J.Travis and Michlle E.Mor Barak,Fight or
82、 Flight?Factors Influencing Child Welfare Workers Propensity to Seek Positive Change or Disengage From Their Jobs,Journal of Social Service Research,vol.36,no.3(2010):p.188205.37.Folakemi Ohunakin,Anthonia Adeniji,Olaleke Oluseye Ogunnaike,Friday Igbadume,and Dayo Idowu Akintayo,The Effects of Diver
83、sity Management and Inclusion on Organisational Outcomes:A Case of Multinational Corporation,Business:Theory and Practice,vol.20(2019):p.93102.38.Travis and Mor Barak,2010.39.Lisa H.Nishii,“The Benefits of Climate for Inclusion for Gender-Diverse Groups,Academy of Management Journal,vol.56,no.6(2013
84、):p.17541774.40.Catalyst,Engaging in Conversations About Gender,Race,and Ethnicity in the Workplace(2016);Angeni Bheekie and Mea van Huyssteen,“Be Mindful of Your Discomfort:An Approach to Contextualized Learning,”International Journal of Research on Service-Learning and Community Engagement,vol.3,n
85、o.1(January 2015);Bernardo M.Ferdman,Paradoxes of Inclusion,”(2017).41.Catalyst,Inclusion Matters(March 2,2015).42.Haridimos Tsoukas,A Dialogical Approach to the Creation of New Knowledge in Organizations,Organization Science,vol.20,no.6(June 2009):p.941957.43.Catalyst,What Is Gender?A Tool to Under
86、stand Gender Identity(2019).44.Catalyst,What Is Gender?A Tool to Understand Gender Identity(2019).ABOUT CATALYSTCatalyst is a global nonprofit working with some of the worlds most powerful CEOs and leading companies to help build workplaces that work for women.Founded in 1962,Catalyst drives change
87、with pioneering research,practical tools,and proven solutions to accelerate and advance women into leadershipbecause progress for women is progress for everyone.The foregoing license extends solely to the report used in its entirety.The individual photographs,images,and icons are owned by iStock.Downloading,extracting or using any individual photographs,images,or icons separate from the report as a whole is prohibited.This work is licensed under a Creative Commons AttributionNonCommercial-NoDerivatives 4.0 International license.