Inclusive Leadership for Dummies:
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2024
|
| Ausgabe: | 1st ed |
| Links: | https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31246941 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Umfang: | 1 Online-Ressource (339 Seiten) |
| ISBN: | 9781394197248 |
Internformat
MARC
| LEADER | 00000nam a2200000zc 4500 | ||
|---|---|---|---|
| 001 | BV049874065 | ||
| 003 | DE-604 | ||
| 005 | 00000000000000.0 | ||
| 007 | cr|uuu---uuuuu | ||
| 008 | 240919s2024 xx o|||| 00||| eng d | ||
| 020 | |a 9781394197248 |9 978-1-394-19724-8 | ||
| 035 | |a (ZDB-30-PQE)EBC31246941 | ||
| 035 | |a (ZDB-30-PAD)EBC31246941 | ||
| 035 | |a (ZDB-89-EBL)EBL31246941 | ||
| 035 | |a (OCoLC)1428904771 | ||
| 035 | |a (DE-599)BVBBV049874065 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-2070s | ||
| 100 | 1 | |a Davis, Shirley |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Inclusive Leadership for Dummies |
| 250 | |a 1st ed | ||
| 264 | 1 | |a Newark |b John Wiley & Sons, Incorporated |c 2024 | |
| 264 | 4 | |c ©2024 | |
| 300 | |a 1 Online-Ressource (339 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Getting Started with Inclusive Leadership -- Chapter 1 Establishing the Basics of Leadership and Inclusion -- Knowing Why Inclusive Leadership is Important -- Summarizing Key Workforce Shifts -- Understanding Inclusive Terminology -- Belonging -- BIPOC -- Diversity -- Equity and Equality -- Implicit bias -- Inclusion -- Intersectionality -- Microaggressions -- Neurodiversity -- Phobias and -isms -- Looking at Leadership Models and Frameworks -- Chapter 2 Revealing What the New Generation of Talent Needs at Work -- Understanding the Workforce Demographics of the Future -- Addressing the Needs of the Changing Workforce -- Honing the Competencies and Key Traits of an Inclusive Leader -- Tackling the Challenges of Leading a More Diverse Workforce -- Unconscious bias -- Communication barriers -- Cultural differences impeding teamwork -- Retaining diverse talent -- Developing inclusive leaders from within -- Recognizing the Benefits that Top Talent of the Future Brings -- Chapter 3 Making the Business Case for More Inclusive Leaders -- Accessing a Larger Talent Pool -- Enhancing Financial Performance and Company Reputation -- Boosting Employee Engagement, Productivity, and Retention -- Driving Innovation and Creativity -- Growing Customer Loyalty and Expanding New Markets -- Digging into Examples of Inclusive Leadership in Action -- Biases and lack of visible diversity -- Microaggressions and a hostile work environment -- Chapter 4 How Inclusive Are You? Assessing Your Effectiveness as a Leader -- Understanding Why Assessing Yourself is Important -- Identifying Your Passion and Ability to be an Inclusive Leader | |
| 505 | 8 | |a Assessing Your Unique Leadership Skills and Talents -- Identifying Your Leadership Style -- Selfless leadership style -- Transformational leadership style -- Transactional leadership style -- "Laissez Faire" leadership style -- Democratic leadership style -- Situational leadership style -- Building Your Personal Brand and Reputation -- Why building a strong personal brand matters -- Why your reputation as a leader matters -- Strengthening your personal leadership brand -- Diagnosing Your Level of Inclusiveness -- Part 2 Developing the Skills to Lead Yourself -- Chapter 5 Getting Clear on Your Purpose, Vision, and Values -- Knowing the Importance of Your Purpose -- Asking the Right Questions to Uncover Your "Why" -- Getting Grounded on Your Personal Vision Statement -- Establishing and Living Your Personal Values -- Chapter 6 Minimizing Your Own Biases and Microaggressions -- Defining Unconscious Bias -- Figuring Out Microaggressions -- Understanding Intent versus Impact -- Identifying the Effects of Bias in the Workplace -- Sourcing and selecting new talent -- Onboarding and orienting new talent -- Developing, promoting, and engaging talent -- Communicating with talent -- Retaining top talent -- Interrupting Biased Behaviors -- Step 1: Recognize when a bias has occurred -- Step 2: Validate or invalidate your bias -- Step 3: Chart your path forward -- Chapter 7 Leading with Authenticity and Transparency -- Defining Authenticity and Transparency and Seeing How They Relate -- Authenticity -- Transparency -- Understanding Why Some Leaders Shy Away from Authenticity and Transparency -- Analyzing Your Effectiveness as an Authentic and Transparent Leader -- Mastering Authentic and Transparent Leadership -- Chapter 8 Demonstrating Empathy and Emotional Intelligence -- Understanding Empathy and its Role in Leadership | |
| 505 | 8 | |a Digging into the Three Types of Workplace Empathy -- Cognitive empathy -- Emotional empathy -- Compassionate empathy -- Being an empathetic leader -- Figuring Out the Four Domains of Emotional Intelligence -- Self-awareness -- Self-control -- Social awareness -- Relationship management -- Discovering Your Level of Empathy and Emotional Intelligence -- Realizing the Need for Greater Empathy and Emotional Intelligence -- Applying Empathy and Emotional Intelligence in the Workplace -- Chapter 9 Developing Cross-Cultural Competence and Cultural Intelligence -- Defining Culture -- Knowing the Difference between Cultural Competence and Cultural Intelligence -- Discovering Why these Competencies Matter to Leaders -- Mapping the Two Mindsets of Intercultural Competence -- Monocultural mindset -- Intercultural mindset -- Exploring the Five Orientations of Cultural Competence -- Denial -- Polarization -- Minimization -- Acceptance -- Adaptation -- Becoming a Culturally Competent and Culturally Intelligent Leader -- Part 3 Leading Others -- Chapter 10 Assembling and Leading Diverse and Hybrid Teams -- Sourcing Diverse Talent -- Acclimating New Hires to the Team -- Leading Your Team Through Five Stages of Development -- Forming -- Storming -- Norming -- Performing -- Adjourning -- Figuring out what stage your team is at -- Maximizing the Benefits of a Diverse Team -- Creativity and problem solving -- Collaboration -- Increased business performance -- Engagement and retention -- Fostering an Environment of Trust and Belonging -- Leading Across Differences and Distances -- Avoiding Common Pitfalls when Leading a Diverse Team -- Chapter 11 Establishing Trust and Psychological Safety -- Defining Trust and Psychological Safety -- Outlining the Four Stages of Psychological Safety -- Inclusion Safety -- Learner Safety -- Contributor Safety -- Challenger Safety | |
| 505 | 8 | |a Realizing the Benefits of a Trusting and Psychologically Safe Workplace -- Identifying the Factors that Drive and Undermine Psychological Safety -- Factors that undermine trust and psychological safety -- Factors that cultivate trust and psychological safety -- Creating Psychological Safety -- Increasing Inclusion Safety -- Increasing Learner Safety -- Increasing Contributor Safety -- Increasing Challenger Safety -- Measuring Psychological Safety -- Recognizing Best Practice Companies -- Pixar: "Fail Early and Often" -- Eileen Fisher: "Leadership is About Listening" -- Barry-Wehmiller: "What We Do Matters" -- X Development LLC: "Shoot for the Moon" -- Chapter 12 Coaching and Giving Feedback -- Acknowledging the Impact of Not Providing Coaching and Feedback -- Understanding the Difference between Coaching and Feedback -- Customizing Your Coaching Approach using Situational Leadership -- Telling -- Selling -- Participating -- Delegating -- Avoiding Common Feedback Pitfalls -- Being unprepared -- Failing to establish trust -- Ignoring cultural context -- Treating everyone the same way -- Avoiding reciprocal feedback -- Giving Great Feedback -- Before the conversation -- During the conversation -- After the conversation -- Chapter 13 Communicating Inclusively -- Recognizing the Benefits of Inclusive Communication -- Understanding the Impact of Non-Inclusive Language -- Working With Human Resources to Promote Inclusive Language -- Practicing Inclusive Communication -- Chapter 14 Dealing with Conflict -- Addressing the Reasons We Avoid Conflict -- Normalizing Conflict as a Tool for Higher Performance -- Identifying the Topics We Tend to Avoid -- Seeing the Benefits of Engaging in Uncomfortable Conversations -- Interpreting Two Models for Managing Conflict -- Thomas-Kilman conflict modes -- Intercultural Conflict Styles | |
| 505 | 8 | |a Applying Best Practices to Real-World Scenarios -- Do you need to engage? -- What is the source of the conflict? Where do you stand? -- How will you engage? -- What is the preferred outcome? -- What barriers currently exist? -- What are the implications globally or among multiple stakeholders? -- Part 4 Cultivating a Culture of Inclusion and High Performance -- Chapter 15 Assessing the Employee Experience -- Defining the Employee Experience -- Evaluating the Current State of Your Company Culture -- Checking Out the Culture Spectrum -- Exploring the Red Zone -- Silence -- Fear and retaliation -- Power and privilege -- Excuses and enabling -- Exclusion -- Inaction and complacency -- Stepping into the Green Zone -- Open dialogue and open-door policy -- Trust and respect -- Principle -- Empowerment -- Belonging and inclusion -- Swift action and high performance -- Applying Strategies to Address Gaps in the Employee Experience -- Demonstrating Accountability as a Leader -- Consistency matters -- Taking ownership matters -- Sound decision making matters -- Providing feedback matters -- Communicating effectively matters -- Chapter 16 Tracking and Measuring Inclusion Initiatives -- Bridging the Accountability Gap -- Recognizing the Importance of Measuring Inclusion Initiatives -- Looking at Ways to Measure Inclusion Initiatives -- Recruitment and selection -- Development, advancement, and retention -- Employee engagement and job satisfaction -- Compensation and benefits -- Employer brand -- Supply chain and procurement -- Avoiding Common Pitfalls When Measuring Inclusion Initiatives -- Chapter 17 Advocating for Inclusion -- Differentiating Between Advocacy and Activism -- Understanding Why Advocacy Is Needed -- Defining the Role of an Ally -- Identifying Multiple Methods of Advocating -- Launching and leading Employee Resource Groups | |
| 505 | 8 | |a Championing Diversity, Equity, and Inclusion education | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Davis, Shirley |t Inclusive Leadership for Dummies |d Newark : John Wiley & Sons, Incorporated,c2024 |z 9781394197231 |
| 912 | |a ZDB-30-PQE | ||
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035213523 | |
| 966 | e | |u https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31246941 |l DE-2070s |p ZDB-30-PQE |q HWR_PDA_PQE |x Aggregator |3 Volltext | |
Datensatz im Suchindex
| _version_ | 1818992320685539328 |
|---|---|
| any_adam_object | |
| author | Davis, Shirley |
| author_facet | Davis, Shirley |
| author_role | aut |
| author_sort | Davis, Shirley |
| author_variant | s d sd |
| building | Verbundindex |
| bvnumber | BV049874065 |
| collection | ZDB-30-PQE |
| contents | Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Getting Started with Inclusive Leadership -- Chapter 1 Establishing the Basics of Leadership and Inclusion -- Knowing Why Inclusive Leadership is Important -- Summarizing Key Workforce Shifts -- Understanding Inclusive Terminology -- Belonging -- BIPOC -- Diversity -- Equity and Equality -- Implicit bias -- Inclusion -- Intersectionality -- Microaggressions -- Neurodiversity -- Phobias and -isms -- Looking at Leadership Models and Frameworks -- Chapter 2 Revealing What the New Generation of Talent Needs at Work -- Understanding the Workforce Demographics of the Future -- Addressing the Needs of the Changing Workforce -- Honing the Competencies and Key Traits of an Inclusive Leader -- Tackling the Challenges of Leading a More Diverse Workforce -- Unconscious bias -- Communication barriers -- Cultural differences impeding teamwork -- Retaining diverse talent -- Developing inclusive leaders from within -- Recognizing the Benefits that Top Talent of the Future Brings -- Chapter 3 Making the Business Case for More Inclusive Leaders -- Accessing a Larger Talent Pool -- Enhancing Financial Performance and Company Reputation -- Boosting Employee Engagement, Productivity, and Retention -- Driving Innovation and Creativity -- Growing Customer Loyalty and Expanding New Markets -- Digging into Examples of Inclusive Leadership in Action -- Biases and lack of visible diversity -- Microaggressions and a hostile work environment -- Chapter 4 How Inclusive Are You? Assessing Your Effectiveness as a Leader -- Understanding Why Assessing Yourself is Important -- Identifying Your Passion and Ability to be an Inclusive Leader Assessing Your Unique Leadership Skills and Talents -- Identifying Your Leadership Style -- Selfless leadership style -- Transformational leadership style -- Transactional leadership style -- "Laissez Faire" leadership style -- Democratic leadership style -- Situational leadership style -- Building Your Personal Brand and Reputation -- Why building a strong personal brand matters -- Why your reputation as a leader matters -- Strengthening your personal leadership brand -- Diagnosing Your Level of Inclusiveness -- Part 2 Developing the Skills to Lead Yourself -- Chapter 5 Getting Clear on Your Purpose, Vision, and Values -- Knowing the Importance of Your Purpose -- Asking the Right Questions to Uncover Your "Why" -- Getting Grounded on Your Personal Vision Statement -- Establishing and Living Your Personal Values -- Chapter 6 Minimizing Your Own Biases and Microaggressions -- Defining Unconscious Bias -- Figuring Out Microaggressions -- Understanding Intent versus Impact -- Identifying the Effects of Bias in the Workplace -- Sourcing and selecting new talent -- Onboarding and orienting new talent -- Developing, promoting, and engaging talent -- Communicating with talent -- Retaining top talent -- Interrupting Biased Behaviors -- Step 1: Recognize when a bias has occurred -- Step 2: Validate or invalidate your bias -- Step 3: Chart your path forward -- Chapter 7 Leading with Authenticity and Transparency -- Defining Authenticity and Transparency and Seeing How They Relate -- Authenticity -- Transparency -- Understanding Why Some Leaders Shy Away from Authenticity and Transparency -- Analyzing Your Effectiveness as an Authentic and Transparent Leader -- Mastering Authentic and Transparent Leadership -- Chapter 8 Demonstrating Empathy and Emotional Intelligence -- Understanding Empathy and its Role in Leadership Digging into the Three Types of Workplace Empathy -- Cognitive empathy -- Emotional empathy -- Compassionate empathy -- Being an empathetic leader -- Figuring Out the Four Domains of Emotional Intelligence -- Self-awareness -- Self-control -- Social awareness -- Relationship management -- Discovering Your Level of Empathy and Emotional Intelligence -- Realizing the Need for Greater Empathy and Emotional Intelligence -- Applying Empathy and Emotional Intelligence in the Workplace -- Chapter 9 Developing Cross-Cultural Competence and Cultural Intelligence -- Defining Culture -- Knowing the Difference between Cultural Competence and Cultural Intelligence -- Discovering Why these Competencies Matter to Leaders -- Mapping the Two Mindsets of Intercultural Competence -- Monocultural mindset -- Intercultural mindset -- Exploring the Five Orientations of Cultural Competence -- Denial -- Polarization -- Minimization -- Acceptance -- Adaptation -- Becoming a Culturally Competent and Culturally Intelligent Leader -- Part 3 Leading Others -- Chapter 10 Assembling and Leading Diverse and Hybrid Teams -- Sourcing Diverse Talent -- Acclimating New Hires to the Team -- Leading Your Team Through Five Stages of Development -- Forming -- Storming -- Norming -- Performing -- Adjourning -- Figuring out what stage your team is at -- Maximizing the Benefits of a Diverse Team -- Creativity and problem solving -- Collaboration -- Increased business performance -- Engagement and retention -- Fostering an Environment of Trust and Belonging -- Leading Across Differences and Distances -- Avoiding Common Pitfalls when Leading a Diverse Team -- Chapter 11 Establishing Trust and Psychological Safety -- Defining Trust and Psychological Safety -- Outlining the Four Stages of Psychological Safety -- Inclusion Safety -- Learner Safety -- Contributor Safety -- Challenger Safety Realizing the Benefits of a Trusting and Psychologically Safe Workplace -- Identifying the Factors that Drive and Undermine Psychological Safety -- Factors that undermine trust and psychological safety -- Factors that cultivate trust and psychological safety -- Creating Psychological Safety -- Increasing Inclusion Safety -- Increasing Learner Safety -- Increasing Contributor Safety -- Increasing Challenger Safety -- Measuring Psychological Safety -- Recognizing Best Practice Companies -- Pixar: "Fail Early and Often" -- Eileen Fisher: "Leadership is About Listening" -- Barry-Wehmiller: "What We Do Matters" -- X Development LLC: "Shoot for the Moon" -- Chapter 12 Coaching and Giving Feedback -- Acknowledging the Impact of Not Providing Coaching and Feedback -- Understanding the Difference between Coaching and Feedback -- Customizing Your Coaching Approach using Situational Leadership -- Telling -- Selling -- Participating -- Delegating -- Avoiding Common Feedback Pitfalls -- Being unprepared -- Failing to establish trust -- Ignoring cultural context -- Treating everyone the same way -- Avoiding reciprocal feedback -- Giving Great Feedback -- Before the conversation -- During the conversation -- After the conversation -- Chapter 13 Communicating Inclusively -- Recognizing the Benefits of Inclusive Communication -- Understanding the Impact of Non-Inclusive Language -- Working With Human Resources to Promote Inclusive Language -- Practicing Inclusive Communication -- Chapter 14 Dealing with Conflict -- Addressing the Reasons We Avoid Conflict -- Normalizing Conflict as a Tool for Higher Performance -- Identifying the Topics We Tend to Avoid -- Seeing the Benefits of Engaging in Uncomfortable Conversations -- Interpreting Two Models for Managing Conflict -- Thomas-Kilman conflict modes -- Intercultural Conflict Styles Applying Best Practices to Real-World Scenarios -- Do you need to engage? -- What is the source of the conflict? Where do you stand? -- How will you engage? -- What is the preferred outcome? -- What barriers currently exist? -- What are the implications globally or among multiple stakeholders? -- Part 4 Cultivating a Culture of Inclusion and High Performance -- Chapter 15 Assessing the Employee Experience -- Defining the Employee Experience -- Evaluating the Current State of Your Company Culture -- Checking Out the Culture Spectrum -- Exploring the Red Zone -- Silence -- Fear and retaliation -- Power and privilege -- Excuses and enabling -- Exclusion -- Inaction and complacency -- Stepping into the Green Zone -- Open dialogue and open-door policy -- Trust and respect -- Principle -- Empowerment -- Belonging and inclusion -- Swift action and high performance -- Applying Strategies to Address Gaps in the Employee Experience -- Demonstrating Accountability as a Leader -- Consistency matters -- Taking ownership matters -- Sound decision making matters -- Providing feedback matters -- Communicating effectively matters -- Chapter 16 Tracking and Measuring Inclusion Initiatives -- Bridging the Accountability Gap -- Recognizing the Importance of Measuring Inclusion Initiatives -- Looking at Ways to Measure Inclusion Initiatives -- Recruitment and selection -- Development, advancement, and retention -- Employee engagement and job satisfaction -- Compensation and benefits -- Employer brand -- Supply chain and procurement -- Avoiding Common Pitfalls When Measuring Inclusion Initiatives -- Chapter 17 Advocating for Inclusion -- Differentiating Between Advocacy and Activism -- Understanding Why Advocacy Is Needed -- Defining the Role of an Ally -- Identifying Multiple Methods of Advocating -- Launching and leading Employee Resource Groups Championing Diversity, Equity, and Inclusion education |
| ctrlnum | (ZDB-30-PQE)EBC31246941 (ZDB-30-PAD)EBC31246941 (ZDB-89-EBL)EBL31246941 (OCoLC)1428904771 (DE-599)BVBBV049874065 |
| edition | 1st ed |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>10721nam a2200433zc 4500</leader><controlfield tag="001">BV049874065</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">00000000000000.0</controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">240919s2024 xx o|||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781394197248</subfield><subfield code="9">978-1-394-19724-8</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PQE)EBC31246941</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PAD)EBC31246941</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-89-EBL)EBL31246941</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1428904771</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV049874065</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-2070s</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Davis, Shirley</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Inclusive Leadership for Dummies</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">1st ed</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Newark</subfield><subfield code="b">John Wiley & Sons, Incorporated</subfield><subfield code="c">2024</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2024</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (339 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Getting Started with Inclusive Leadership -- Chapter 1 Establishing the Basics of Leadership and Inclusion -- Knowing Why Inclusive Leadership is Important -- Summarizing Key Workforce Shifts -- Understanding Inclusive Terminology -- Belonging -- BIPOC -- Diversity -- Equity and Equality -- Implicit bias -- Inclusion -- Intersectionality -- Microaggressions -- Neurodiversity -- Phobias and -isms -- Looking at Leadership Models and Frameworks -- Chapter 2 Revealing What the New Generation of Talent Needs at Work -- Understanding the Workforce Demographics of the Future -- Addressing the Needs of the Changing Workforce -- Honing the Competencies and Key Traits of an Inclusive Leader -- Tackling the Challenges of Leading a More Diverse Workforce -- Unconscious bias -- Communication barriers -- Cultural differences impeding teamwork -- Retaining diverse talent -- Developing inclusive leaders from within -- Recognizing the Benefits that Top Talent of the Future Brings -- Chapter 3 Making the Business Case for More Inclusive Leaders -- Accessing a Larger Talent Pool -- Enhancing Financial Performance and Company Reputation -- Boosting Employee Engagement, Productivity, and Retention -- Driving Innovation and Creativity -- Growing Customer Loyalty and Expanding New Markets -- Digging into Examples of Inclusive Leadership in Action -- Biases and lack of visible diversity -- Microaggressions and a hostile work environment -- Chapter 4 How Inclusive Are You? Assessing Your Effectiveness as a Leader -- Understanding Why Assessing Yourself is Important -- Identifying Your Passion and Ability to be an Inclusive Leader</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Assessing Your Unique Leadership Skills and Talents -- Identifying Your Leadership Style -- Selfless leadership style -- Transformational leadership style -- Transactional leadership style -- "Laissez Faire" leadership style -- Democratic leadership style -- Situational leadership style -- Building Your Personal Brand and Reputation -- Why building a strong personal brand matters -- Why your reputation as a leader matters -- Strengthening your personal leadership brand -- Diagnosing Your Level of Inclusiveness -- Part 2 Developing the Skills to Lead Yourself -- Chapter 5 Getting Clear on Your Purpose, Vision, and Values -- Knowing the Importance of Your Purpose -- Asking the Right Questions to Uncover Your "Why" -- Getting Grounded on Your Personal Vision Statement -- Establishing and Living Your Personal Values -- Chapter 6 Minimizing Your Own Biases and Microaggressions -- Defining Unconscious Bias -- Figuring Out Microaggressions -- Understanding Intent versus Impact -- Identifying the Effects of Bias in the Workplace -- Sourcing and selecting new talent -- Onboarding and orienting new talent -- Developing, promoting, and engaging talent -- Communicating with talent -- Retaining top talent -- Interrupting Biased Behaviors -- Step 1: Recognize when a bias has occurred -- Step 2: Validate or invalidate your bias -- Step 3: Chart your path forward -- Chapter 7 Leading with Authenticity and Transparency -- Defining Authenticity and Transparency and Seeing How They Relate -- Authenticity -- Transparency -- Understanding Why Some Leaders Shy Away from Authenticity and Transparency -- Analyzing Your Effectiveness as an Authentic and Transparent Leader -- Mastering Authentic and Transparent Leadership -- Chapter 8 Demonstrating Empathy and Emotional Intelligence -- Understanding Empathy and its Role in Leadership</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Digging into the Three Types of Workplace Empathy -- Cognitive empathy -- Emotional empathy -- Compassionate empathy -- Being an empathetic leader -- Figuring Out the Four Domains of Emotional Intelligence -- Self-awareness -- Self-control -- Social awareness -- Relationship management -- Discovering Your Level of Empathy and Emotional Intelligence -- Realizing the Need for Greater Empathy and Emotional Intelligence -- Applying Empathy and Emotional Intelligence in the Workplace -- Chapter 9 Developing Cross-Cultural Competence and Cultural Intelligence -- Defining Culture -- Knowing the Difference between Cultural Competence and Cultural Intelligence -- Discovering Why these Competencies Matter to Leaders -- Mapping the Two Mindsets of Intercultural Competence -- Monocultural mindset -- Intercultural mindset -- Exploring the Five Orientations of Cultural Competence -- Denial -- Polarization -- Minimization -- Acceptance -- Adaptation -- Becoming a Culturally Competent and Culturally Intelligent Leader -- Part 3 Leading Others -- Chapter 10 Assembling and Leading Diverse and Hybrid Teams -- Sourcing Diverse Talent -- Acclimating New Hires to the Team -- Leading Your Team Through Five Stages of Development -- Forming -- Storming -- Norming -- Performing -- Adjourning -- Figuring out what stage your team is at -- Maximizing the Benefits of a Diverse Team -- Creativity and problem solving -- Collaboration -- Increased business performance -- Engagement and retention -- Fostering an Environment of Trust and Belonging -- Leading Across Differences and Distances -- Avoiding Common Pitfalls when Leading a Diverse Team -- Chapter 11 Establishing Trust and Psychological Safety -- Defining Trust and Psychological Safety -- Outlining the Four Stages of Psychological Safety -- Inclusion Safety -- Learner Safety -- Contributor Safety -- Challenger Safety</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Realizing the Benefits of a Trusting and Psychologically Safe Workplace -- Identifying the Factors that Drive and Undermine Psychological Safety -- Factors that undermine trust and psychological safety -- Factors that cultivate trust and psychological safety -- Creating Psychological Safety -- Increasing Inclusion Safety -- Increasing Learner Safety -- Increasing Contributor Safety -- Increasing Challenger Safety -- Measuring Psychological Safety -- Recognizing Best Practice Companies -- Pixar: "Fail Early and Often" -- Eileen Fisher: "Leadership is About Listening" -- Barry-Wehmiller: "What We Do Matters" -- X Development LLC: "Shoot for the Moon" -- Chapter 12 Coaching and Giving Feedback -- Acknowledging the Impact of Not Providing Coaching and Feedback -- Understanding the Difference between Coaching and Feedback -- Customizing Your Coaching Approach using Situational Leadership -- Telling -- Selling -- Participating -- Delegating -- Avoiding Common Feedback Pitfalls -- Being unprepared -- Failing to establish trust -- Ignoring cultural context -- Treating everyone the same way -- Avoiding reciprocal feedback -- Giving Great Feedback -- Before the conversation -- During the conversation -- After the conversation -- Chapter 13 Communicating Inclusively -- Recognizing the Benefits of Inclusive Communication -- Understanding the Impact of Non-Inclusive Language -- Working With Human Resources to Promote Inclusive Language -- Practicing Inclusive Communication -- Chapter 14 Dealing with Conflict -- Addressing the Reasons We Avoid Conflict -- Normalizing Conflict as a Tool for Higher Performance -- Identifying the Topics We Tend to Avoid -- Seeing the Benefits of Engaging in Uncomfortable Conversations -- Interpreting Two Models for Managing Conflict -- Thomas-Kilman conflict modes -- Intercultural Conflict Styles</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Applying Best Practices to Real-World Scenarios -- Do you need to engage? -- What is the source of the conflict? Where do you stand? -- How will you engage? -- What is the preferred outcome? -- What barriers currently exist? -- What are the implications globally or among multiple stakeholders? -- Part 4 Cultivating a Culture of Inclusion and High Performance -- Chapter 15 Assessing the Employee Experience -- Defining the Employee Experience -- Evaluating the Current State of Your Company Culture -- Checking Out the Culture Spectrum -- Exploring the Red Zone -- Silence -- Fear and retaliation -- Power and privilege -- Excuses and enabling -- Exclusion -- Inaction and complacency -- Stepping into the Green Zone -- Open dialogue and open-door policy -- Trust and respect -- Principle -- Empowerment -- Belonging and inclusion -- Swift action and high performance -- Applying Strategies to Address Gaps in the Employee Experience -- Demonstrating Accountability as a Leader -- Consistency matters -- Taking ownership matters -- Sound decision making matters -- Providing feedback matters -- Communicating effectively matters -- Chapter 16 Tracking and Measuring Inclusion Initiatives -- Bridging the Accountability Gap -- Recognizing the Importance of Measuring Inclusion Initiatives -- Looking at Ways to Measure Inclusion Initiatives -- Recruitment and selection -- Development, advancement, and retention -- Employee engagement and job satisfaction -- Compensation and benefits -- Employer brand -- Supply chain and procurement -- Avoiding Common Pitfalls When Measuring Inclusion Initiatives -- Chapter 17 Advocating for Inclusion -- Differentiating Between Advocacy and Activism -- Understanding Why Advocacy Is Needed -- Defining the Role of an Ally -- Identifying Multiple Methods of Advocating -- Launching and leading Employee Resource Groups</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Championing Diversity, Equity, and Inclusion education</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Davis, Shirley</subfield><subfield code="t">Inclusive Leadership for Dummies</subfield><subfield code="d">Newark : John Wiley & Sons, Incorporated,c2024</subfield><subfield code="z">9781394197231</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035213523</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31246941</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV049874065 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T20:24:17Z |
| institution | BVB |
| isbn | 9781394197248 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213523 |
| oclc_num | 1428904771 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (339 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| spelling | Davis, Shirley Verfasser aut Inclusive Leadership for Dummies 1st ed Newark John Wiley & Sons, Incorporated 2024 ©2024 1 Online-Ressource (339 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Getting Started with Inclusive Leadership -- Chapter 1 Establishing the Basics of Leadership and Inclusion -- Knowing Why Inclusive Leadership is Important -- Summarizing Key Workforce Shifts -- Understanding Inclusive Terminology -- Belonging -- BIPOC -- Diversity -- Equity and Equality -- Implicit bias -- Inclusion -- Intersectionality -- Microaggressions -- Neurodiversity -- Phobias and -isms -- Looking at Leadership Models and Frameworks -- Chapter 2 Revealing What the New Generation of Talent Needs at Work -- Understanding the Workforce Demographics of the Future -- Addressing the Needs of the Changing Workforce -- Honing the Competencies and Key Traits of an Inclusive Leader -- Tackling the Challenges of Leading a More Diverse Workforce -- Unconscious bias -- Communication barriers -- Cultural differences impeding teamwork -- Retaining diverse talent -- Developing inclusive leaders from within -- Recognizing the Benefits that Top Talent of the Future Brings -- Chapter 3 Making the Business Case for More Inclusive Leaders -- Accessing a Larger Talent Pool -- Enhancing Financial Performance and Company Reputation -- Boosting Employee Engagement, Productivity, and Retention -- Driving Innovation and Creativity -- Growing Customer Loyalty and Expanding New Markets -- Digging into Examples of Inclusive Leadership in Action -- Biases and lack of visible diversity -- Microaggressions and a hostile work environment -- Chapter 4 How Inclusive Are You? Assessing Your Effectiveness as a Leader -- Understanding Why Assessing Yourself is Important -- Identifying Your Passion and Ability to be an Inclusive Leader Assessing Your Unique Leadership Skills and Talents -- Identifying Your Leadership Style -- Selfless leadership style -- Transformational leadership style -- Transactional leadership style -- "Laissez Faire" leadership style -- Democratic leadership style -- Situational leadership style -- Building Your Personal Brand and Reputation -- Why building a strong personal brand matters -- Why your reputation as a leader matters -- Strengthening your personal leadership brand -- Diagnosing Your Level of Inclusiveness -- Part 2 Developing the Skills to Lead Yourself -- Chapter 5 Getting Clear on Your Purpose, Vision, and Values -- Knowing the Importance of Your Purpose -- Asking the Right Questions to Uncover Your "Why" -- Getting Grounded on Your Personal Vision Statement -- Establishing and Living Your Personal Values -- Chapter 6 Minimizing Your Own Biases and Microaggressions -- Defining Unconscious Bias -- Figuring Out Microaggressions -- Understanding Intent versus Impact -- Identifying the Effects of Bias in the Workplace -- Sourcing and selecting new talent -- Onboarding and orienting new talent -- Developing, promoting, and engaging talent -- Communicating with talent -- Retaining top talent -- Interrupting Biased Behaviors -- Step 1: Recognize when a bias has occurred -- Step 2: Validate or invalidate your bias -- Step 3: Chart your path forward -- Chapter 7 Leading with Authenticity and Transparency -- Defining Authenticity and Transparency and Seeing How They Relate -- Authenticity -- Transparency -- Understanding Why Some Leaders Shy Away from Authenticity and Transparency -- Analyzing Your Effectiveness as an Authentic and Transparent Leader -- Mastering Authentic and Transparent Leadership -- Chapter 8 Demonstrating Empathy and Emotional Intelligence -- Understanding Empathy and its Role in Leadership Digging into the Three Types of Workplace Empathy -- Cognitive empathy -- Emotional empathy -- Compassionate empathy -- Being an empathetic leader -- Figuring Out the Four Domains of Emotional Intelligence -- Self-awareness -- Self-control -- Social awareness -- Relationship management -- Discovering Your Level of Empathy and Emotional Intelligence -- Realizing the Need for Greater Empathy and Emotional Intelligence -- Applying Empathy and Emotional Intelligence in the Workplace -- Chapter 9 Developing Cross-Cultural Competence and Cultural Intelligence -- Defining Culture -- Knowing the Difference between Cultural Competence and Cultural Intelligence -- Discovering Why these Competencies Matter to Leaders -- Mapping the Two Mindsets of Intercultural Competence -- Monocultural mindset -- Intercultural mindset -- Exploring the Five Orientations of Cultural Competence -- Denial -- Polarization -- Minimization -- Acceptance -- Adaptation -- Becoming a Culturally Competent and Culturally Intelligent Leader -- Part 3 Leading Others -- Chapter 10 Assembling and Leading Diverse and Hybrid Teams -- Sourcing Diverse Talent -- Acclimating New Hires to the Team -- Leading Your Team Through Five Stages of Development -- Forming -- Storming -- Norming -- Performing -- Adjourning -- Figuring out what stage your team is at -- Maximizing the Benefits of a Diverse Team -- Creativity and problem solving -- Collaboration -- Increased business performance -- Engagement and retention -- Fostering an Environment of Trust and Belonging -- Leading Across Differences and Distances -- Avoiding Common Pitfalls when Leading a Diverse Team -- Chapter 11 Establishing Trust and Psychological Safety -- Defining Trust and Psychological Safety -- Outlining the Four Stages of Psychological Safety -- Inclusion Safety -- Learner Safety -- Contributor Safety -- Challenger Safety Realizing the Benefits of a Trusting and Psychologically Safe Workplace -- Identifying the Factors that Drive and Undermine Psychological Safety -- Factors that undermine trust and psychological safety -- Factors that cultivate trust and psychological safety -- Creating Psychological Safety -- Increasing Inclusion Safety -- Increasing Learner Safety -- Increasing Contributor Safety -- Increasing Challenger Safety -- Measuring Psychological Safety -- Recognizing Best Practice Companies -- Pixar: "Fail Early and Often" -- Eileen Fisher: "Leadership is About Listening" -- Barry-Wehmiller: "What We Do Matters" -- X Development LLC: "Shoot for the Moon" -- Chapter 12 Coaching and Giving Feedback -- Acknowledging the Impact of Not Providing Coaching and Feedback -- Understanding the Difference between Coaching and Feedback -- Customizing Your Coaching Approach using Situational Leadership -- Telling -- Selling -- Participating -- Delegating -- Avoiding Common Feedback Pitfalls -- Being unprepared -- Failing to establish trust -- Ignoring cultural context -- Treating everyone the same way -- Avoiding reciprocal feedback -- Giving Great Feedback -- Before the conversation -- During the conversation -- After the conversation -- Chapter 13 Communicating Inclusively -- Recognizing the Benefits of Inclusive Communication -- Understanding the Impact of Non-Inclusive Language -- Working With Human Resources to Promote Inclusive Language -- Practicing Inclusive Communication -- Chapter 14 Dealing with Conflict -- Addressing the Reasons We Avoid Conflict -- Normalizing Conflict as a Tool for Higher Performance -- Identifying the Topics We Tend to Avoid -- Seeing the Benefits of Engaging in Uncomfortable Conversations -- Interpreting Two Models for Managing Conflict -- Thomas-Kilman conflict modes -- Intercultural Conflict Styles Applying Best Practices to Real-World Scenarios -- Do you need to engage? -- What is the source of the conflict? Where do you stand? -- How will you engage? -- What is the preferred outcome? -- What barriers currently exist? -- What are the implications globally or among multiple stakeholders? -- Part 4 Cultivating a Culture of Inclusion and High Performance -- Chapter 15 Assessing the Employee Experience -- Defining the Employee Experience -- Evaluating the Current State of Your Company Culture -- Checking Out the Culture Spectrum -- Exploring the Red Zone -- Silence -- Fear and retaliation -- Power and privilege -- Excuses and enabling -- Exclusion -- Inaction and complacency -- Stepping into the Green Zone -- Open dialogue and open-door policy -- Trust and respect -- Principle -- Empowerment -- Belonging and inclusion -- Swift action and high performance -- Applying Strategies to Address Gaps in the Employee Experience -- Demonstrating Accountability as a Leader -- Consistency matters -- Taking ownership matters -- Sound decision making matters -- Providing feedback matters -- Communicating effectively matters -- Chapter 16 Tracking and Measuring Inclusion Initiatives -- Bridging the Accountability Gap -- Recognizing the Importance of Measuring Inclusion Initiatives -- Looking at Ways to Measure Inclusion Initiatives -- Recruitment and selection -- Development, advancement, and retention -- Employee engagement and job satisfaction -- Compensation and benefits -- Employer brand -- Supply chain and procurement -- Avoiding Common Pitfalls When Measuring Inclusion Initiatives -- Chapter 17 Advocating for Inclusion -- Differentiating Between Advocacy and Activism -- Understanding Why Advocacy Is Needed -- Defining the Role of an Ally -- Identifying Multiple Methods of Advocating -- Launching and leading Employee Resource Groups Championing Diversity, Equity, and Inclusion education Erscheint auch als Druck-Ausgabe Davis, Shirley Inclusive Leadership for Dummies Newark : John Wiley & Sons, Incorporated,c2024 9781394197231 |
| spellingShingle | Davis, Shirley Inclusive Leadership for Dummies Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Getting Started with Inclusive Leadership -- Chapter 1 Establishing the Basics of Leadership and Inclusion -- Knowing Why Inclusive Leadership is Important -- Summarizing Key Workforce Shifts -- Understanding Inclusive Terminology -- Belonging -- BIPOC -- Diversity -- Equity and Equality -- Implicit bias -- Inclusion -- Intersectionality -- Microaggressions -- Neurodiversity -- Phobias and -isms -- Looking at Leadership Models and Frameworks -- Chapter 2 Revealing What the New Generation of Talent Needs at Work -- Understanding the Workforce Demographics of the Future -- Addressing the Needs of the Changing Workforce -- Honing the Competencies and Key Traits of an Inclusive Leader -- Tackling the Challenges of Leading a More Diverse Workforce -- Unconscious bias -- Communication barriers -- Cultural differences impeding teamwork -- Retaining diverse talent -- Developing inclusive leaders from within -- Recognizing the Benefits that Top Talent of the Future Brings -- Chapter 3 Making the Business Case for More Inclusive Leaders -- Accessing a Larger Talent Pool -- Enhancing Financial Performance and Company Reputation -- Boosting Employee Engagement, Productivity, and Retention -- Driving Innovation and Creativity -- Growing Customer Loyalty and Expanding New Markets -- Digging into Examples of Inclusive Leadership in Action -- Biases and lack of visible diversity -- Microaggressions and a hostile work environment -- Chapter 4 How Inclusive Are You? Assessing Your Effectiveness as a Leader -- Understanding Why Assessing Yourself is Important -- Identifying Your Passion and Ability to be an Inclusive Leader Assessing Your Unique Leadership Skills and Talents -- Identifying Your Leadership Style -- Selfless leadership style -- Transformational leadership style -- Transactional leadership style -- "Laissez Faire" leadership style -- Democratic leadership style -- Situational leadership style -- Building Your Personal Brand and Reputation -- Why building a strong personal brand matters -- Why your reputation as a leader matters -- Strengthening your personal leadership brand -- Diagnosing Your Level of Inclusiveness -- Part 2 Developing the Skills to Lead Yourself -- Chapter 5 Getting Clear on Your Purpose, Vision, and Values -- Knowing the Importance of Your Purpose -- Asking the Right Questions to Uncover Your "Why" -- Getting Grounded on Your Personal Vision Statement -- Establishing and Living Your Personal Values -- Chapter 6 Minimizing Your Own Biases and Microaggressions -- Defining Unconscious Bias -- Figuring Out Microaggressions -- Understanding Intent versus Impact -- Identifying the Effects of Bias in the Workplace -- Sourcing and selecting new talent -- Onboarding and orienting new talent -- Developing, promoting, and engaging talent -- Communicating with talent -- Retaining top talent -- Interrupting Biased Behaviors -- Step 1: Recognize when a bias has occurred -- Step 2: Validate or invalidate your bias -- Step 3: Chart your path forward -- Chapter 7 Leading with Authenticity and Transparency -- Defining Authenticity and Transparency and Seeing How They Relate -- Authenticity -- Transparency -- Understanding Why Some Leaders Shy Away from Authenticity and Transparency -- Analyzing Your Effectiveness as an Authentic and Transparent Leader -- Mastering Authentic and Transparent Leadership -- Chapter 8 Demonstrating Empathy and Emotional Intelligence -- Understanding Empathy and its Role in Leadership Digging into the Three Types of Workplace Empathy -- Cognitive empathy -- Emotional empathy -- Compassionate empathy -- Being an empathetic leader -- Figuring Out the Four Domains of Emotional Intelligence -- Self-awareness -- Self-control -- Social awareness -- Relationship management -- Discovering Your Level of Empathy and Emotional Intelligence -- Realizing the Need for Greater Empathy and Emotional Intelligence -- Applying Empathy and Emotional Intelligence in the Workplace -- Chapter 9 Developing Cross-Cultural Competence and Cultural Intelligence -- Defining Culture -- Knowing the Difference between Cultural Competence and Cultural Intelligence -- Discovering Why these Competencies Matter to Leaders -- Mapping the Two Mindsets of Intercultural Competence -- Monocultural mindset -- Intercultural mindset -- Exploring the Five Orientations of Cultural Competence -- Denial -- Polarization -- Minimization -- Acceptance -- Adaptation -- Becoming a Culturally Competent and Culturally Intelligent Leader -- Part 3 Leading Others -- Chapter 10 Assembling and Leading Diverse and Hybrid Teams -- Sourcing Diverse Talent -- Acclimating New Hires to the Team -- Leading Your Team Through Five Stages of Development -- Forming -- Storming -- Norming -- Performing -- Adjourning -- Figuring out what stage your team is at -- Maximizing the Benefits of a Diverse Team -- Creativity and problem solving -- Collaboration -- Increased business performance -- Engagement and retention -- Fostering an Environment of Trust and Belonging -- Leading Across Differences and Distances -- Avoiding Common Pitfalls when Leading a Diverse Team -- Chapter 11 Establishing Trust and Psychological Safety -- Defining Trust and Psychological Safety -- Outlining the Four Stages of Psychological Safety -- Inclusion Safety -- Learner Safety -- Contributor Safety -- Challenger Safety Realizing the Benefits of a Trusting and Psychologically Safe Workplace -- Identifying the Factors that Drive and Undermine Psychological Safety -- Factors that undermine trust and psychological safety -- Factors that cultivate trust and psychological safety -- Creating Psychological Safety -- Increasing Inclusion Safety -- Increasing Learner Safety -- Increasing Contributor Safety -- Increasing Challenger Safety -- Measuring Psychological Safety -- Recognizing Best Practice Companies -- Pixar: "Fail Early and Often" -- Eileen Fisher: "Leadership is About Listening" -- Barry-Wehmiller: "What We Do Matters" -- X Development LLC: "Shoot for the Moon" -- Chapter 12 Coaching and Giving Feedback -- Acknowledging the Impact of Not Providing Coaching and Feedback -- Understanding the Difference between Coaching and Feedback -- Customizing Your Coaching Approach using Situational Leadership -- Telling -- Selling -- Participating -- Delegating -- Avoiding Common Feedback Pitfalls -- Being unprepared -- Failing to establish trust -- Ignoring cultural context -- Treating everyone the same way -- Avoiding reciprocal feedback -- Giving Great Feedback -- Before the conversation -- During the conversation -- After the conversation -- Chapter 13 Communicating Inclusively -- Recognizing the Benefits of Inclusive Communication -- Understanding the Impact of Non-Inclusive Language -- Working With Human Resources to Promote Inclusive Language -- Practicing Inclusive Communication -- Chapter 14 Dealing with Conflict -- Addressing the Reasons We Avoid Conflict -- Normalizing Conflict as a Tool for Higher Performance -- Identifying the Topics We Tend to Avoid -- Seeing the Benefits of Engaging in Uncomfortable Conversations -- Interpreting Two Models for Managing Conflict -- Thomas-Kilman conflict modes -- Intercultural Conflict Styles Applying Best Practices to Real-World Scenarios -- Do you need to engage? -- What is the source of the conflict? Where do you stand? -- How will you engage? -- What is the preferred outcome? -- What barriers currently exist? -- What are the implications globally or among multiple stakeholders? -- Part 4 Cultivating a Culture of Inclusion and High Performance -- Chapter 15 Assessing the Employee Experience -- Defining the Employee Experience -- Evaluating the Current State of Your Company Culture -- Checking Out the Culture Spectrum -- Exploring the Red Zone -- Silence -- Fear and retaliation -- Power and privilege -- Excuses and enabling -- Exclusion -- Inaction and complacency -- Stepping into the Green Zone -- Open dialogue and open-door policy -- Trust and respect -- Principle -- Empowerment -- Belonging and inclusion -- Swift action and high performance -- Applying Strategies to Address Gaps in the Employee Experience -- Demonstrating Accountability as a Leader -- Consistency matters -- Taking ownership matters -- Sound decision making matters -- Providing feedback matters -- Communicating effectively matters -- Chapter 16 Tracking and Measuring Inclusion Initiatives -- Bridging the Accountability Gap -- Recognizing the Importance of Measuring Inclusion Initiatives -- Looking at Ways to Measure Inclusion Initiatives -- Recruitment and selection -- Development, advancement, and retention -- Employee engagement and job satisfaction -- Compensation and benefits -- Employer brand -- Supply chain and procurement -- Avoiding Common Pitfalls When Measuring Inclusion Initiatives -- Chapter 17 Advocating for Inclusion -- Differentiating Between Advocacy and Activism -- Understanding Why Advocacy Is Needed -- Defining the Role of an Ally -- Identifying Multiple Methods of Advocating -- Launching and leading Employee Resource Groups Championing Diversity, Equity, and Inclusion education |
| title | Inclusive Leadership for Dummies |
| title_auth | Inclusive Leadership for Dummies |
| title_exact_search | Inclusive Leadership for Dummies |
| title_full | Inclusive Leadership for Dummies |
| title_fullStr | Inclusive Leadership for Dummies |
| title_full_unstemmed | Inclusive Leadership for Dummies |
| title_short | Inclusive Leadership for Dummies |
| title_sort | inclusive leadership for dummies |
| work_keys_str_mv | AT davisshirley inclusiveleadershipfordummies |