Leadership development programs in the context of diversity management: evidence from Poland

Abstract

Purpose

The aim of this study is to examine leadership development programs in the context of diversity and inclusion and from the perspective of their owners.

Design/methodology/approach

The core of the qualitative study was the 26 in-depth interviews that were conducted. The participants were selected purposefully. The data analysis was based on reflexive thematic analysis.

Findings

The analysis resulted in three themes. (1) “Policy” encompasses thoughts and an understanding of common diversity activities at the organizational level. Anti-discrimination, diversity, inclusion, tolerance, equality, cognition, acceptance and equal opportunity were factors in this narrative. (2) “Inclusion in the role” deals with the perception of diversity in terms of program recruitment. In this context, inclusion is defined by socially acceptable criteria of non-exclusion. (3) “Leadership development” represents the justification for addressing diversity and diversity activities. The findings suggest that the perception of an organization as homogeneous provides an argument for not addressing the diversity connoted with problems and inequities.

Research limitations/implications

Qualitative research does not aim to generalize but to identify conceptual threads. Only the perspective of LDPs' managers was adopted. The selection of the purposive sample was guided by the criterion of active management of LDPs, to obtain as much information as possible about nurturing leaders.

Originality/value

The research findings expand knowledge on the perception of the role of diversity and indicate the benefits of diversity discussed in leadership training interventions. The study may become a starting point for capitalizing on leadership development in sustainable development.

Citation

Majczyk, J. (2022), "Leadership development programs in the context of diversity management: evidence from Poland", Journal of Organizational Change Management, Vol. 35 No. 3, pp. 696-709. https://doi.org/10.1108/JOCM-09-2021-0274