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Inclusive leadership to support diversity in education sector

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It is increasingly important for all organisations to be diverse and inclusive. But what does this actually mean, and how might organisations becoming more inclusive. One of the great challenges facing an organization is getting all employees to develop the competence and confidence to embrace its diversity. This workshop will provide opportunity for participants to develop understanding of diversity competence and the importance of inclusive leadership by all members of an organisation.

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Inclusive leadership to support diversity in education sector

  1. 1. Workshop on: Inclusive Leadership to Support Diversity in the Education Sector Uduak [Udy] Archibong MBE Professor of Diversity Director, Centre for Inclusion and Diversity Strategic Advisor for Equality, Diversity and Inclusion University of Bradford, UK Nazira Karodia Professor of Science Education Acting Dean Faculty of Science and Engineering University of Wolverhampton, UK
  2. 2. 20 January, 20172 Overview Context © Udy Archibong University of Bradford 2016 Inclusive Leadership; why we need it? Leaders’ role in creating and leading diversity Leading Diversity versus Traditional Management Structural inequality and leaders’ role in addressing it Own strengths and development areas Personal action plan as an inclusive leader and creating true inclusion in the workplace
  3. 3. What does diversity mean to you? § Factors that may contribute to identities § Cultural Influences § Encountering another cultures § Not cultural facts, cultural possibilities § Understanding stereotypes 20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN3
  4. 4. What is the most pressing reason for making diversity and inclusion a top strategic business consideration in your organisation? 20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN4
  5. 5. Impetus for equality and diversity § Ethical/values case – “It’s the right thing to do” – Moral imperative – Diversity as everyone’s business § Regulatory case - “It’s something we have to do” – Legislative framework – Professional requirements § Business case - “It’s the smart thing to do, and will improve our bottom line” - Globalisation - Demographic context - Growing awareness of the realities of inequalities - Greater sense of corporate social responsibility - Benefits of diversity - Competitive labour market and skills shortage - Public demand © CfID UdyArchibong Business case for Diversity
  6. 6. Proven Widen talent pool Employment of ‘best candidate’ Flexible working arrangements Staff are valued Staff are motivated and Developed Low staff turnover Indirect Better public image Satisfying work environment Improved staff relations Increased job satisfaction Increased productivity Competitive edge Debatable Employees ‘give their best’ Staff more in touch with clients Enhance innovation Creativity and problem solving Better customer service Improved quality The Benefits of Diversity Reference: Kandola, R. and Fullerton, J. (1998) Diversity in Action: Managing the Mosaic (2nd Edition) London: Institute of Personnel and Development
  7. 7. The benefits of diversity • Widening the talent pool • Enhancing innovation, creativity and problem solving • Competitive edge and reputation • Building a healthier society © Udy Archibong University of Bradford 2016
  8. 8. The Business Case for Diversity ©SHRM 2008 Fair and Inclusive Work Environment Employee Satisfaction & Commitment Employee Retention Productivity & Quality Products / Services Customer/ Member Satisfaction Customer/Member Loyalty 1. Retention 2. Repeat Sales 3. Referrals Increased Revenue & Profitability Organizational Sustainability
  9. 9. The Business Case for Diversity ©SHRM 2008 From Current q Workforce q Workplace q Community q Marketplace q Suppliers To Diversity Outcomes Workforce with Best Talent Inclusive Work Environment Positive Reputation in all Communities Customer/Member Satisfaction Mutually Beneficial Partnership To Business Outcomes Quality Solutions Increased Performance & Innovation New and Emerging Markets, Services, Products Customer/Member and Employee Attraction and Retention Potential gains in service, quality and cost savings
  10. 10. Monks K (2007) ‘The Business Impact of Equality and Diversity - The International Evidence’EqualityAuthority and National Centre for Partnership & Performance © Udy Archibong University of Bradford 2016
  11. 11. § Creating diversity § Harnessing diversity § Leveraging diversity § Advancing and sustaining diversity § Transformational diversity Exercise to determine perceived levels of engagement with diversity 20 January, 201711 © Udy Archibong University of Bradford 2016
  12. 12. A leadership style which embraces, encourages and taps into the creativity and ideas which come about in non homogeneous groups Opportunity Now - http://diversity.bitc.org.uk/ 20 January, 201712 © Udy Archibong University of Bradford 2016
  13. 13. 20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN 13 THE LINKAGE INCLUSIVE LEADERSHIP ASSESSMENT MODEL™
  14. 14. Inclusive Leadership versus Traditional Management Traditional Management •Effective and efficient utilisation of employees in pursuit of the organization’s mission, goals and objectives Inclusive leadership A comprehensive management process that addresses the organisation’s infrastructures to create an environment that enables all members of a workforce to be productive, without advantaging or disadvantaging anyone Inclusive leadership has 2 components §As an individual – setting a tone for diversity §As a power in the infrastructure – eliminating structural inequality
  15. 15. • How is inclusive leadership different from traditional management? • What additional skills may be required? • Why might leaders avoid, overlook or resist inclusive leadership? • What do leaders have to gain by becoming good at inclusive leadership? 20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN15
  16. 16. § “Snapshot” of how your skills as an inclusive leader are perceived at this point in time § Identify strengths, target development areas and gaps, and set goals § Work with members of your team - discuss how to build on each other’s strengths, and act as peer coaches to support each other’s development goals Developing your skills as an inclusive leader 20 January, 201716 © Udy Archibong University of Bradford 2016
  17. 17. Key components § Setting a tone of inclusion and respect § Counteracting cognitive bias and the dissonance that comes when we find ourselves in settings which make us uncomfortable § Enhancing transcultural communications § Facilitating emotionally-laden discussions § Enabling “holistic” learning § Increasing the capacity for reflection for its own sake § Enhancing the capacity for handling conflict with compassion for all parties involved § Improving professional performance. © Udy Archibong University of Bradford 2016
  18. 18. 18 Contact information Uduak Archibong Email: u.e.archibong@bradford.ac.uk Skype: udy.archibong Twitter: @uduakarchibong1 Nazira Karodia Email: Nazira.Karodia@wlv.ac.uk Skype: nazira.karodia 20 January, 201718 © Udy Archibong University of Bradford 2016

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