Inclusive organizations: developmental reciprocity through authentic leader-employee relationships

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

The results showed that creating an inclusive workplace had transformed the culture of the organization. This involved a major change in management style. The success of the inclusive organization was based on the authentic relationships that had been built. Empathy and mindfulness were important in these change processes.

Originality

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2023), "Inclusive organizations: developmental reciprocity through authentic leader-employee relationships", Development and Learning in Organizations, Vol. 37 No. 1, pp. 44-46. https://doi.org/10.1108/DLO-04-2021-0067