| dc.description.abstract | This study investigates how employees’ perceptions of their manager’s Diversity, Equity, and Inclusion (DEI) policy support influences their career advancement motivation. It addresses a gap in literature by shifting the focus from general leadership theories, to employees’ subjective experiences. It is explored whether employees’ sense of authenticity, belongingness and justice explain the relationship, using theories such as the Optimal Distinctiveness Theory, Social Identity Approach to Leadership and the Organizational Justice Theory. A cross-sectional survey was conducted among 223 participants. Mediation analyses revealed that perceived managerial DEI policy support of positively related to career advancement motivation, and that sense of authenticity and belongingness partially explain this relationship. Contrary to expectations, sense of justice did not explain this relationship. Additional analyses of conceptual models indicate that sense of authenticity and belongingness may act better as a combined construct; felt inclusion. The findings highlight that it is not presence of policies alone, but managerial endorsement and enactment which is crucial in shaping employees’ career advancement motivation. Practical implications highlight the need for organizations to train their managers in how to show visible and genuine support for DEI initiatives. Future research should use longitudinal and experimental designs to better understand causality, and investigate different theoretical frameworks of felt inclusion and justice.
Keywords: Diversity, Equity and Inclusion (DEI), perceived managerial DEI policy support, career advancement motivation, felt inclusion, sense of justice | |
