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Research Papers

The Inclusive Leader System

How can we create genuinely inclusive organisations? With our Dual Systems Model of Inclusion®, we address this important question....
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Latest News

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21.05.25

How to use sponsorship for social equity

Sponsorship is spending one’s social capital or using one’s influence to advocate for a protégé. However, many leaders believe that they’re sponsoring someone when, in fact, they’re providing mentorship. This Harvard Business Review article by Rosalind Chow, describes how, in a nutshell, sponsorship is all about influence....

Blogs

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09.05.25

How to remain committed to DEI in the current geopolitical landscape

By now, many organizational leaders which are based in the US or have US based operations, are aware of the need to conduct a legal review of their DEI programs. But having lawful policies in place is one part of the equation. The way you communicate about those policies matters just as much. This article provides some best practice recommendations....

Blogs

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06.05.25

The rise of age discrimination in the UK

Do you know that there has been a sharp increase in compensation in age discrimination cases in the UK, increasing by 624 per cent between 2021-22 to 2023-24? This article provides practical recommendations to create an age inclusive culture....

Blogs

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26.04.25

Does training translate into real behavioural change?

This classic paper from Harvard Business School discusses what the authors describe as the ‘great training robbery’. Although participants may describe learning as ‘powerful’ and even when measures of attitudes and behaviours before and immediately after the training indicate a change, this often does not translate into changes in the organization’s effectiveness, its culture or its performance. Specifically, if aspects of the organization’s culture are opposed to what is being advocated by the training program, learning from the training is highly unlikely to stick in day-to-day working life....

Blogs

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20.04.25

The impact of self-disclosure on working relationships

Employees often receive conflicting advice about sharing personal information in the workplace. They are told to “bring your whole self to work” but also to keep it professional and not share too much personal information with colleagues. This research explores the impact of self-disclosure at work....

Blogs

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11.04.25

How to engage colleagues in DEI initiatives?

One critical factor influencing the effectiveness of DEI initiatives is how employees respond to them. Traditionally, employee responses have been overly simplified as “resistors,” who complicate or hinder DEI initiatives, or “supporters” of DEI, who facilitate their implementation. Instead, embracing the complexity of employee responses, including any ambivalent responses, is key to effectively navigating DEI initiatives....

Blogs

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08.04.25

When was the last time you genuinely checked in with a colleague?

We humans have an innate need to belong — this includes when we’re at work. When people feel like they belong at work, they are more productive, motivated, and engaged. Many people want more connection with those they work with. This post shares some top tips on how to check in with one another....

Blogs

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02.04.25

How to avoid mispronouncing names

Learning to pronounce a colleague’s name correctly is not just a common courtesy, but it’s an important effort in creating an inclusive workplace, one that emphasizes psychological safety and belonging. This article shares practical tips on getting it right....

Blogs

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24.03.25

Is being a ‘good listener’ highlighted in your leadership competency framework?

Given the criticality of listening in work relationships, these results suggest that listening may be an underutilized job-performance predictor and a cause of superior performance. Find out why in this blog post....

Blogs

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19.03.25

How can understanding the dimensions of work-family conflict help us to reduce it?

Work-family conflict is an important area of research from an inclusive leadership point of view. This post highlights how understanding the different WFC dimensions (i.e., time-based, strain-based, and behaviour-based) can help us to understand the steps we can take to reduce the negative impact of work-family conflict....

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