Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion
基于归属感和独特性价值需求模型，描述了四种领导取向（包容、排斥、同化、差异化），并讨论了员工感受到领导包容时的三种心理机制（心理安全、心理授权、工作群体认同），特别关注对边缘化社会身份员工的重要性。
Research on leader inclusion has continued to proliferate. However, most of the research has not focused on the importance of leader inclusion for employees with marginalized social identities. Based on Shore, Randel, Chung, Dean, Ehrhart, and Singh's (2011) model of work group inclusion consisting of fulfillment of needs for belongingness and value in uniqueness, we describe four different leadership orientations including leader inclusion, exclusion, assimilation, and differentiation. Three psychological mechanisms that result when employees feel included by the leader are discussed, consisting of psychological safety, psychological empowerment, and work group identification. While leader inclusion has been shown to be beneficial to employees generally, this article provides increased attention to the particular importance of leader inclusion for employees who are members of marginalized social identity groups.