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Building on previous research that focused on Walgreens inclusive managers in South Carolina and Georgia, we studied leadership practices in Connecticut where effective…
Building on previous research that focused on Walgreens inclusive managers in South Carolina and Georgia, we studied leadership practices in Connecticut where effective and inclusive teams are developed.
Using the case study approach, interviews with over 90% of the managers in a Walgreens distribution center where over a third of its workforce of 500 employees has a disability were conducted.
Creating an inclusive workplace dramatically altered the culture of the distribution center. Our findings highlighted how managers transitioned from a telling and demanding autocratic style with a focus on production numbers to an inclusive management leadership style with a focus on investing in people and balancing teams. Additional discoveries include the role of complexity leadership concepts as essential to inclusive management attributes. Our findings point to a new driver in inclusive organizations: resolving employee performance and attitude issues.
With 200 disabled employees in the distribution center, managers and employees applied complexity leadership, enabling adaptive behaviors that helped form relationships focused on shared decision-making and problem solving. Managers showed mindfulness and empathy in building authentic relationships. Employee openness and the creation of safe attachments allowed leaders to gain greater engagement with employees, higher adaptability, innovation and resiliency. Inclusion was perceived as a benefit to managers as well as to employees, changing the organizational culture toward authentic relationships while exceeding performance metrics.
The aim of this study is to review published articles within the HRD and related fields to identify relationships between disparate streams of research (leadership and…
The aim of this study is to review published articles within the HRD and related fields to identify relationships between disparate streams of research (leadership and innovation and sustainability).
Academic research supports the complex relationships between leadership and innovation and leadership and sustainability. An integrative literature review of published articles is used to gain an understanding about effective leadership as an important link between innovation and sustainability.
The analysis revealed the parallel research streams are rather isolated from one another. Central themes focused around leadership roles, orientations, practices, and influences; leadership capacity building; and (global) leadership development. Emergent themes with respect to sustainability included global mindset and concern for others. Servant leadership was brought forth.
The literature review was drawn from the four Academy of Human Resource Development (AHRD) journals, as well as sources from the human resource management (HRM), business and management, and related fields.
The study discussed influences of leadership on innovation and sustainability, mindsets and competencies, and leadership development strategies for use in understanding how to foster innovation and sustainable practices. Developmental activities including experiential learning, action learning, and service learning programs were considered.
This article is among the first to highlight leadership as a connection between innovation and sustainability and provides a valuable platform for HRD scholars and practitioners interested in enhancing leadership capacity and development in these areas.