Leader inclusiveness, psychological diversity climate, and helping behaviors
研究领导者包容性和心理多样性氛围如何影响员工对领导者或工作组的帮助行为，并发现这些关系对女性和少数族裔更强。
Purpose – The purpose of this paper is to examine how psychological diversity climate and leader inclusiveness relate to an employee’s self-reported propensity to engage in helping behaviors toward the leader or work group. The authors also tested whether these elements operate differently for women and racioethnic minorities. Design/methodology/approach – A sample of 534 respondents completed electronic surveys. Hypotheses were tested with hierarchical multiple regression. Findings – Results indicate a positive relationship between leader inclusiveness and leader-directed and work group-directed helping behaviors, particularly when accompanied by a positive psychological diversity climate. These relationships were stronger for racioethnic minorities and women relative to racioethnic majority members and men for leader-directed helping. Research limitations/implications – Data were self-report. Future research should incorporate data from other sources and additional outcomes. Practical/implications – Leaders who act inclusively can obtain measurable benefits with respect to employee helping by reinforcing a diversity climate. Social/implications – Leaders should act in ways that demonstrate that they are inclusive; coupled with a positive diversity climate, this may encourage all members to engage in helping behaviors, which may have a positive impact on society at large. Originality/value – The authors addressed the call in past research for sending consistent signals across the organization regarding the value of diversity and inclusion.