Leader inclusiveness, psychological diversity climate, and helping behaviors

Abstract

Purpose

The purpose of this paper is to examine how psychological diversity climate and leader inclusiveness relate to an employee’s self-reported propensity to engage in helping behaviors toward the leader or work group. The authors also tested whether these elements operate differently for women and racioethnic minorities.

Design/methodology/approach

A sample of 534 respondents completed electronic surveys. Hypotheses were tested with hierarchical multiple regression.

Findings

Results indicate a positive relationship between leader inclusiveness and leader-directed and work group-directed helping behaviors, particularly when accompanied by a positive psychological diversity climate. These relationships were stronger for racioethnic minorities and women relative to racioethnic majority members and men for leader-directed helping.

Research limitations/implications

Data were self-report. Future research should incorporate data from other sources and additional outcomes.

Practical/implications

Leaders who act inclusively can obtain measurable benefits with respect to employee helping by reinforcing a diversity climate.

Social/implications

Leaders should act in ways that demonstrate that they are inclusive; coupled with a positive diversity climate, this may encourage all members to engage in helping behaviors, which may have a positive impact on society at large.

Originality/value

The authors addressed the call in past research for sending consistent signals across the organization regarding the value of diversity and inclusion.

Citation

Randel, A.E., Dean, M.A., Ehrhart, K.H., Chung, B. and Shore, L. (2016), "Leader inclusiveness, psychological diversity climate, and helping behaviors", Journal of Managerial Psychology, Vol. 31 No. 1, pp. 216-234. https://doi.org/10.1108/JMP-04-2013-0123