リモートワーク時代のインクルーシブなリーダーシップ行動

Received: 23 May 2022 | Revised: 2 October 2023 | Accepted: 28 November 2023 DOI: 10.1002/job.2766 RESEARCH ARTICLE Working from everywhere: The future of work and inclusive organizational behavior (IOB) "It doesn't make sense to stick with old patterns": How leaders adapt their behavior to foster inclusion in a disruptive context Susanne E. Beijer | Lena Knappert | Kathleen A. Stephenson Department of Management and Organization, School of Business and Economics, Vrije Universiteit Amsterdam, Amsterdam, The Netherlands Correspondence Susanne E. Beijer, Department of Management and Organization, School of Business and Economics, Vrije Universiteit Amsterdam, De Boelelaan 1105, 1081 HV, Amsterdam, The Netherlands. Email: s.e.beijer@vu.nl Funding information The authors received no specific funding for this work. Summary Leader behavior is essential for creating inclusive organizations. The disruptive context of the COVID-19 pandemic forced many people to work remotely and leaders to cope with the disruption of their teams' workflows and work arrangements. However, fixed sets of leader behavior as well as stable and shared physical contexts are implicit assumptions in current knowledge and theorizing on inclusive leadership. Therefore, in this study, we first synthesize inclusive leadership literature with leader adaptability and context-sensitive leadership studies. Next, drawing on 47 interviews with leaders and their followers, we uncover how the enactment of aspired inclusive leadership behaviors was hampered due to the pandemic-related disruption, and explain how leaders adjusted their inclusive behaviors in response to these difficulties. From these findings, we develop a model that suggests rather than a static set of inclusive leader behaviors, inclusive leadership is enacted through the continuous adjustment on leaders' perceptions of the context and followers' feelings of inclusion. KEYWORDS diversity; individual differences (personality, values, traits); leadership; qualitative data analysis 1 | INTRODUCTION Today's workforce expects leaders to provide them with a sense of inclusiveness, which makes inclusive leadership essential for organizations in attracting and retaining employees (Nembhard & Georgiou, 2021; Nishi & Mayer, 2009). Yet leading inclusively can be a challenge because inclusion is not an arrangement, but rather an ongoing activity that requires continuous fine-tuning. In particular, as the circumstances of organizations evolve, leaders need to shift and adjust their behavior to ensure employees feel included. Inclusive leadership has been shown to entail a set of behaviors that address the needs of belongingness, uniqueness, and appreciation in followers. Research has indicated that when these needs are met simultaneously, followers' feelings of inclusion are facilitated which, in turn, has positive consequences for employees and organizations alike (Brewer, 1991; Veli Korkamaz et al., 2022). For example, previous researc