Inclusive job stress. Leadership Characteristics Inclusive leaders are concerned

Inclusive LeadershipThe focus of this discussion is to show how the role of theinclusive leader can strengthens the influential power of a diverseorganizational team. Inclusive leadership is a new way of leading teams. Inclusiveleaders treat individuals and groups fairly, respects their uniquecharacteristics, and understands the diversity of the groups.Traits of InclusiveLeadershipThe organization has hired a consultant to work with aUnited Sates diverse team in the development of a global organization. Theorganization will be uniting the employees from Germany, Greece, Iran, andSingapore to work along with the staff in the United States.

The inclusive leaderwill collaborate with the members to create a productive team. The inclusive leaderunderstands that the people are comfortable when they feel safe to contributewithout fear of embarrassment or punishment. Inclusive leadership includesworking with leaders to do things with people. The inclusive leader can be acceptingof different point of view and respects the different norms. The leaderunderstands that these diverse groups are the source of both obstacles andopportunities for today’s leaders.Key Leadership SkillsThere are several leadership skills to lead this globalorganization. The culture and management beliefs of the leaders are related.

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Thecultural values influence many aspects in the organization, including theleadership style (Pihlak and Alas, 2012). The inclusive leader behavior is asource of motivation for the employee to increase performance. The inclusiveleader will support the employee point of view. When the employee respects theleader, they are willing to make contributions to the organization. Theemployees appreciate the leader’s supportive manner to minimize uncertainty,anxiety, and job stress.LeadershipCharacteristicsInclusive leaders are concerned with listening to theirteams.

The inclusive leader gives everyone the opportunity to contribute to theorganization decisions. The environment culture is not about the loyalty of theleader, it is about respecting the loyalty to the organization. The leaderneeds to understand where the staff members are coming from to ensure they feelcomfortable and they are voicing their opinions. It is not about the leader’sloyalty, the concern is about the loyalty of the staff to the organization andconnecting as a team (Eyre, 2011).  House, Hanges, Javidan, Dorfman, and Gupta (2004), writethat the cultural global attributes that are referred to as dimensions.

Thesedimensions validate and measure the culture of the group containing employeesfrom Greece, Singapore, Germany, and Iran. The first cultural dimension isuncertainty avoidance and in this dimension the leader relies on social norms,rules, and procedures (House et al.,2004). The next attribute is power distanceand in this dimension the members of this group expect power to be distributedequally (House et al, 2004). Collectivism I or institutional collectivism isthe third dimension, the leaders encourages group loyalty (House et al, 2004).The forth attribute is gender egalitarianism and in this dimension the leaderis concerned with minimizing gender inequality (House et al, 2004). The fifthdimension is assertiveness and in this dimension the group is concerned withthe degree to which individuals are assertive in their relationship with others(House, et al.

, 2004). The next attribute is future orientation and in thisdimension the individuals in this group the leaders show future-orientedbehaviors such as delaying gratification, and investing in the future (House etal., 2004).

Performance orientation is the seventh attribute and it is used byleaders to reward group members for their performance (House et al, 2004). Thefinal dimension is human-orientation and in this dimension the focus of the leaderis to encourages and rewards individuals for being fair, caring, and kind toothers (House, et al., 2004).Strengthens ofInclusive Leader StyleThe inclusive leadership model describes the leader as achange agent. The leader is willing to take the risk to achieve success with adiverse team. Diverse team members bring with them the benefits for making theorganization productive.  The membersbring creativity, adaptability, and increase competitiveness in the globalmarket.

According to Kaufman (2005), inclusive leadership is a willingness toengage diverse groups. Inclusive leadership is about working with the diverseculture differences to achieve better business results. The inclusive leaderunderstands the view of others. The employees are recognized for participatingand sharing their point of view. To further encourage equal development of thestaff the leader accepts what makes individuals unique.

  The relationship creates a climate thatallows the team to share their ideas. The inclusive group influence is based onthe leader creating a climate that is comfortable to express an opinion (Ey,2017). The team dimensions are high in power orientation and high inuncertainty avoidance. The leadership behavior is focused on the safety andsecurity of the individual and group. The inclusive leader disseminates the feedback from the employee todetermine the leadership style to comfort the culture. The inclusive leaderwill engage in strategies to seek feedback from superiors and peers to removefeelings of uncertainty. The organization structure and systems redirectuncertainties in society. Once the systems are in place the need for leadershipis diminished.

Leadership is defined in term of the tendency toward orderliness,consistency, structure, and regulation in society (Hofstede, 2001).   ConclusionThe organizations reflect the culture values in the society.The inclusive teams desire for order and structure is strongly influenced bythe order and structure present in the society. The inclusive leader willcontinue to develop a plan to educate the organization about diversity and howto build retention. The respect of the leader is valued by the diverse cultureand the employees do not feel isolated.

The relationship between team membersvoice and leaders voice can shape a unified work force and benefit performance.With the increase in globalization and diverse organization environments,leaders will face more challenges. The successful leader promotes and encouragesworkers to voice their opinions and support each other as they grow. Theleaders value the participation of the workers in the organization and seekharmony with stakeholders.           ReferencesEy. (2017).

Is inclusive leadership a powerful catalyst for growth? Retrieved December 12, 2017,   from www.ey.com/Publication/vwLUAssests/EY-2017-Diversity-Inclusiveness-            PCS/$FILE/EY-2017-diversity-Inclusiveness-PCS.pdfEyre, E. (2011).

Helping leaders’walk the walk’ on diversity and inclusion. Training Journal, 9-11.Hirschman, A. O. (2011). Exit,voice, and loyalty: responses to decline in firms, organizations, and states. Soc Forces 25,47-56Hofstede, G.

(2001). Culture’sconsequences: Company values, behaviors, institutions, and organizations across nations, Thousand Oaks, CA: SageHouse, R.J., Hanger, P., Javiden,M., Dorfman, P.

W. & Gupta, V. (2004).

Culture, Leadership, and Organization: The globe study of 62 societies. RetrievedNovember 9, 2017, from gcumedia.com/digital-resources/sage/2004/culture-leadership-and-organizations_-the-globe-study-of-62-societies_ebook_1e.phpKaufman, B. (2005).

The leaders asChange Agent. University Business,8(3), 53-54Pihlak, U., & Alas, R. (2012).Leadership style and employee involvement during organizational change. Journal ofManagement & Change, 29(1).

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