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.

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. 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. 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. What is the most pressing reason for making
diversity and inclusion a top strategic business
consideration in your organisation?
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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. 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. 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. 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. 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. 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. § 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. 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. 20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN 13
THE LINKAGE
INCLUSIVE
LEADERSHIP
ASSESSMENT
MODEL™

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. • 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?
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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. 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

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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