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Workshop	on:
Inclusive	Leadership	to	Support	Diversity	
in	the	Education	Sector
Uduak	[Udy]	Archibong	MBE
Professor	of	Diversity
Director,	Centre	for	Inclusion	and	
Diversity
Strategic	Advisor	for	Equality,	
Diversity	and	Inclusion
University	of	Bradford,	UK
Nazira	Karodia
Professor	of	Science	Education
Acting	Dean
Faculty	of	Science	and	Engineering
University	of	Wolverhampton,	UK
20 January, 20172
Overview
Context
© Udy Archibong University of Bradford 2016
Inclusive Leadership; why we need it?
Leaders’ role in creating and leading diversity
Leading Diversity versus Traditional Management
Structural inequality and leaders’ role in addressing it
Own strengths and development areas
Personal action plan as an inclusive leader and creating
true inclusion in the workplace
What does diversity mean to you?
§ Factors that may contribute to identities
§ Cultural Influences
§ Encountering another cultures
§ Not cultural facts, cultural possibilities
§ Understanding stereotypes
20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN3
What is the most pressing reason for making
diversity and inclusion a top strategic business
consideration in your organisation?
20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN4
Impetus for equality and diversity
§ Ethical/values case – “It’s the right thing
to do”
– Moral imperative
– Diversity as everyone’s business
§ Regulatory case - “It’s something we
have to do”
– Legislative framework
– Professional requirements
§ Business case - “It’s the smart thing to do,
and will improve our bottom line”
- Globalisation
- Demographic context
- Growing awareness of the realities of inequalities
- Greater sense of corporate social responsibility
- Benefits of diversity
- Competitive labour market and skills shortage
- Public demand
© CfID UdyArchibong Business case for Diversity
Proven
Widen talent pool
Employment of ‘best candidate’
Flexible working arrangements
Staff are valued
Staff are motivated and
Developed
Low staff turnover
Indirect
Better public image
Satisfying work environment
Improved staff relations
Increased job satisfaction
Increased productivity
Competitive edge
Debatable
Employees ‘give their best’
Staff more in touch with clients
Enhance innovation
Creativity and problem solving
Better customer service
Improved quality
The Benefits
of Diversity
Reference:
Kandola, R. and Fullerton, J.
(1998) Diversity in Action:
Managing the Mosaic (2nd
Edition) London: Institute of
Personnel and Development
The benefits of diversity
• Widening the talent pool
• Enhancing innovation, creativity and problem
solving
• Competitive edge and reputation
• Building a healthier society
© Udy Archibong University of Bradford 2016
The Business Case for Diversity
©SHRM 2008
Fair and Inclusive
Work Environment
Employee
Satisfaction &
Commitment
Employee Retention
Productivity & Quality
Products / Services
Customer/
Member
Satisfaction
Customer/Member
Loyalty
1. Retention
2. Repeat Sales
3. Referrals
Increased
Revenue &
Profitability
Organizational
Sustainability
The Business Case for Diversity
©SHRM 2008
From Current
q Workforce
q Workplace
q Community
q Marketplace
q Suppliers
To Diversity Outcomes
Workforce with Best
Talent
Inclusive Work
Environment
Positive Reputation
in all Communities
Customer/Member
Satisfaction
Mutually Beneficial
Partnership
To Business Outcomes
Quality Solutions
Increased Performance &
Innovation
New and Emerging Markets,
Services, Products
Customer/Member and
Employee Attraction and
Retention
Potential gains in service,
quality and cost savings
Monks K (2007) ‘The Business Impact of Equality and Diversity - The International Evidence’EqualityAuthority and
National Centre for Partnership & Performance
© Udy Archibong University of Bradford 2016
§ Creating diversity
§ Harnessing diversity
§ Leveraging diversity
§ Advancing and sustaining diversity
§ Transformational diversity
Exercise to determine perceived levels of
engagement with diversity
20 January, 201711 © Udy Archibong University of Bradford 2016
A leadership style which embraces,
encourages and taps into the creativity
and ideas which come about in non
homogeneous groups
Opportunity Now - http://diversity.bitc.org.uk/
20 January, 201712 © Udy Archibong University of Bradford 2016
20 January, 2017 POWERPOINT	PRESENTATION	TEMPLATE	GREEN 13
THE LINKAGE
INCLUSIVE
LEADERSHIP
ASSESSMENT
MODEL™
Inclusive Leadership versus Traditional
Management
Traditional Management
•Effective and efficient utilisation of employees in pursuit of the
organization’s mission, goals and objectives
Inclusive leadership
A comprehensive management process that addresses the
organisation’s infrastructures to create an environment that enables
all members of a workforce to be productive, without advantaging
or disadvantaging anyone
Inclusive leadership has 2 components
§As an individual – setting a tone for diversity
§As a power in the infrastructure – eliminating structural inequality
• How is inclusive leadership different from traditional
management?
• What additional skills may be required?
• Why might leaders avoid, overlook or resist inclusive
leadership?
• What do leaders have to gain by becoming good at
inclusive leadership?
20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN15
§ “Snapshot” of how your skills as an inclusive leader
are perceived at this point in time
§ Identify strengths, target development areas and
gaps, and set goals
§ Work with members of your team - discuss how to
build on each other’s strengths, and act as peer
coaches to support each other’s development goals
Developing your skills as an inclusive leader
20 January, 201716 © Udy Archibong University of Bradford 2016
Key components
§ Setting a tone of inclusion and respect
§ Counteracting cognitive bias and the dissonance that
comes when we find ourselves in settings which make
us uncomfortable
§ Enhancing transcultural communications
§ Facilitating emotionally-laden discussions
§ Enabling “holistic” learning
§ Increasing the capacity for reflection for its own sake
§ Enhancing the capacity for handling conflict with
compassion for all parties involved
§ Improving professional performance.
© Udy Archibong University of Bradford 2016
18
Contact information
Uduak Archibong
Email: u.e.archibong@bradford.ac.uk
Skype: udy.archibong
Twitter: @uduakarchibong1
Nazira Karodia
Email: Nazira.Karodia@wlv.ac.uk
Skype: nazira.karodia
20 January, 201718 © Udy Archibong University of Bradford 2016

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Inclusive leadership to support diversity in education sector

  • 2. 20 January, 20172 Overview Context © Udy Archibong University of Bradford 2016 Inclusive Leadership; why we need it? Leaders’ role in creating and leading diversity Leading Diversity versus Traditional Management Structural inequality and leaders’ role in addressing it Own strengths and development areas Personal action plan as an inclusive leader and creating true inclusion in the workplace
  • 3. What does diversity mean to you? § Factors that may contribute to identities § Cultural Influences § Encountering another cultures § Not cultural facts, cultural possibilities § Understanding stereotypes 20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN3
  • 4. What is the most pressing reason for making diversity and inclusion a top strategic business consideration in your organisation? 20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN4
  • 5. Impetus for equality and diversity § Ethical/values case – “It’s the right thing to do” – Moral imperative – Diversity as everyone’s business § Regulatory case - “It’s something we have to do” – Legislative framework – Professional requirements § Business case - “It’s the smart thing to do, and will improve our bottom line” - Globalisation - Demographic context - Growing awareness of the realities of inequalities - Greater sense of corporate social responsibility - Benefits of diversity - Competitive labour market and skills shortage - Public demand © CfID UdyArchibong Business case for Diversity
  • 6. Proven Widen talent pool Employment of ‘best candidate’ Flexible working arrangements Staff are valued Staff are motivated and Developed Low staff turnover Indirect Better public image Satisfying work environment Improved staff relations Increased job satisfaction Increased productivity Competitive edge Debatable Employees ‘give their best’ Staff more in touch with clients Enhance innovation Creativity and problem solving Better customer service Improved quality The Benefits of Diversity Reference: Kandola, R. and Fullerton, J. (1998) Diversity in Action: Managing the Mosaic (2nd Edition) London: Institute of Personnel and Development
  • 7. The benefits of diversity • Widening the talent pool • Enhancing innovation, creativity and problem solving • Competitive edge and reputation • Building a healthier society © Udy Archibong University of Bradford 2016
  • 8. The Business Case for Diversity ©SHRM 2008 Fair and Inclusive Work Environment Employee Satisfaction & Commitment Employee Retention Productivity & Quality Products / Services Customer/ Member Satisfaction Customer/Member Loyalty 1. Retention 2. Repeat Sales 3. Referrals Increased Revenue & Profitability Organizational Sustainability
  • 9. The Business Case for Diversity ©SHRM 2008 From Current q Workforce q Workplace q Community q Marketplace q Suppliers To Diversity Outcomes Workforce with Best Talent Inclusive Work Environment Positive Reputation in all Communities Customer/Member Satisfaction Mutually Beneficial Partnership To Business Outcomes Quality Solutions Increased Performance & Innovation New and Emerging Markets, Services, Products Customer/Member and Employee Attraction and Retention Potential gains in service, quality and cost savings
  • 10. Monks K (2007) ‘The Business Impact of Equality and Diversity - The International Evidence’EqualityAuthority and National Centre for Partnership & Performance © Udy Archibong University of Bradford 2016
  • 11. § Creating diversity § Harnessing diversity § Leveraging diversity § Advancing and sustaining diversity § Transformational diversity Exercise to determine perceived levels of engagement with diversity 20 January, 201711 © Udy Archibong University of Bradford 2016
  • 12. A leadership style which embraces, encourages and taps into the creativity and ideas which come about in non homogeneous groups Opportunity Now - http://diversity.bitc.org.uk/ 20 January, 201712 © Udy Archibong University of Bradford 2016
  • 13. 20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN 13 THE LINKAGE INCLUSIVE LEADERSHIP ASSESSMENT MODEL™
  • 14. Inclusive Leadership versus Traditional Management Traditional Management •Effective and efficient utilisation of employees in pursuit of the organization’s mission, goals and objectives Inclusive leadership A comprehensive management process that addresses the organisation’s infrastructures to create an environment that enables all members of a workforce to be productive, without advantaging or disadvantaging anyone Inclusive leadership has 2 components §As an individual – setting a tone for diversity §As a power in the infrastructure – eliminating structural inequality
  • 15. • How is inclusive leadership different from traditional management? • What additional skills may be required? • Why might leaders avoid, overlook or resist inclusive leadership? • What do leaders have to gain by becoming good at inclusive leadership? 20 January, 2017 POWERPOINT PRESENTATION TEMPLATE GREEN15
  • 16. § “Snapshot” of how your skills as an inclusive leader are perceived at this point in time § Identify strengths, target development areas and gaps, and set goals § Work with members of your team - discuss how to build on each other’s strengths, and act as peer coaches to support each other’s development goals Developing your skills as an inclusive leader 20 January, 201716 © Udy Archibong University of Bradford 2016
  • 17. Key components § Setting a tone of inclusion and respect § Counteracting cognitive bias and the dissonance that comes when we find ourselves in settings which make us uncomfortable § Enhancing transcultural communications § Facilitating emotionally-laden discussions § Enabling “holistic” learning § Increasing the capacity for reflection for its own sake § Enhancing the capacity for handling conflict with compassion for all parties involved § Improving professional performance. © Udy Archibong University of Bradford 2016
  • 18. 18 Contact information Uduak Archibong Email: u.e.archibong@bradford.ac.uk Skype: udy.archibong Twitter: @uduakarchibong1 Nazira Karodia Email: Nazira.Karodia@wlv.ac.uk Skype: nazira.karodia 20 January, 201718 © Udy Archibong University of Bradford 2016