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Inclusion Matters Full Print

According to a study by Catalyst, feeling included at work contributes significantly to team citizenship behaviors (going beyond normal duties to help others) and innovation (introducing new ideas). The study found that inclusion, measured by perceptions of both belongingness to a group and uniqueness being valued, was strongly linked to these positive outcomes in most countries studied. Specific leadership behaviors like empowerment, humility, accountability, and courage were also found to promote feelings of inclusion. The report concludes that inclusive leadership can create workplaces where people feel supported and connected, and where diversity thrives.

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75 views2 pages

Inclusion Matters Full Print

According to a study by Catalyst, feeling included at work contributes significantly to team citizenship behaviors (going beyond normal duties to help others) and innovation (introducing new ideas). The study found that inclusion, measured by perceptions of both belongingness to a group and uniqueness being valued, was strongly linked to these positive outcomes in most countries studied. Specific leadership behaviors like empowerment, humility, accountability, and courage were also found to promote feelings of inclusion. The report concludes that inclusive leadership can create workplaces where people feel supported and connected, and where diversity thrives.

Uploaded by

Mak
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Want to build high-performing teams?

Make employees feel


more included at work.
INCLUSION IS CONNECTED TO INNOVATION AND HELPFULNESS
How Much Does Feeling Included Contribute to Self-Reported
Team Citizenship and Innovation?

TEAM CITIZENSHIP
Going beyond the call of duty to help co-workers.

71%

60%

43%

CHINA

MEXICO

INDIA

78%

62%

51%

CHINA

INDIA

MEXICO

41%

33%

AUSTRALIA GERMANY

29%

US

INNOVATION
Introducing new and fresh ideas, concepts,
processes, or products.

22%

AUSTRALIA GERMANY

BELONGINGNESS + UNIQUENESS = INCLUSION IN MOST COUNTRIES


UNIQUENESS

TEAM CITIZENSHIP

INCLUSION
BELONGINGNESS

21%

EMPLOYEE INNOVATION

19%

US

How Much Does Perceived Uniqueness and Belongingness


Contribute to Inclusion?

UNIQUENESS
The perception that you are distinct from others and that
your distinctiveness is valued by others in the group.

24%

22%

22%

20%

19%

CHINA

AUSTRALIA

MEXICO

GERMANY

US

34%

32%

29%

29%

27%

US

GERMANY

AUSTRALIA

MEXICO

CHINA

BELONGINGNESS
The perception that you are part of a group, such as a
work team, and that you are an essential part of the group.

INDIA
We found no evidence that uniqueness and belongingness were distinct factors for Indian employees
perception of inclusion. Perhaps they saw them as two sides of same coinboth indicators of inclusion.

KEY LEADERSHIP BEHAVIORS


Four Leadership Attributions That Link to Inclusion

EMPOWERMENT
You enable direct reports
to develop and excel.

HUMILITY
You admit mistakes; you accept and learn
from criticism and different points of view;
you seek contributions of others to
overcome limitations.

ACCOUNTABILITY
You demonstrate confidence in
direct reports by holding them
responsible for performance
they can control.

COURAGE
You put personal interests aside to
achieve what needs to be done; you act
on convictions and principles even when
it requires personal risk-taking.

Inclusive leaders create innovative, dynamic workplaces where employees feel connected to
and supportive of one another, and where women advance and thrive.

SOURCE:
Jeanine Prime and Elizabeth R. Salib, Inclusive Leadership: The View From Six Countries (Catalyst, 2014).
This work is licensed under a Creative Commons
Attribution-NonCommercial-NoDerivatives 4.0 International License.

updated: 28 January 2015

catalyst.org

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