Diverse and inclusive work environment and the role and responsibility of leaders

Abstract

Increasing diversity in organisations may result in beneficial outcomes for individuals and organisation, however, inclusion is needed to leverage diversity into positive outcomes. Leaders are considered important in creating and fostering an inclusive environment. This study investigates the perspectives and attitudes of leaders in the context of creating diverse and inclusive work environments within the Facility Services department of the University of Amsterdam (UvA) and Amsterdam University of Applied Sciences (AUAS). Through a qualitative approach involving semi-structured in-depth interviews with 19 participants in a formal leadership position, this research explored leaders’ understanding of diversity and inclusion and their perspectives of their role in and responsibility to create diverse and inclusive work environments. The findings reveal three main themes considered crucial in creating an inclusive environment: decision-making, information-sharing networks, and social involvement. These main themes were deductively constructed, emerging from theoretical insights. Psychological and sociological theories such as Social Identity Theory (SIT), Optimal Distinctiveness Theory (ODT), and Self-Determination Theory (SDT) were used to clarify and explain the perceptions of participants. SIT and ODT highlights the dynamics of social categorisation processes and the balance between group belonging and uniqueness. SDT underscores the importance of creating an environment where employees feel relatedness, autonomy, and competence. A significant gap was identified between perceptions of hierarchical structures among managers and team leaders, which were evident in discussing struggles and approaches in decision-making processes. Additionally, barriers in information-sharing networks, such as language use and geographical distance, hinder effective communication and experiences of (social) involvement within the organisation. Lastly, experiences of social involvement varied widely, with some describing a supportive environment and others reporting feelings of isolation, indicating the need for deliberate efforts to foster a culture of support and inclusion. The study’s qualitative approach and the integration of multiple theoretical perspectives provide a comprehensive understanding of the complexities involved in creating inclusive work environments. Future research should explore other organisational contexts to enhance the applicability of results.