What is the Impact of Inclusive Leadership?
Track the impact of inclusive leadership and ensure accountability at the senior level to ensure objectives are being met.
Our research has found there can be a tension between making the development of inclusive leadership manageable and making it achievable. In the quest to make it manageable, we look for a small number of actions that will make a real difference. This might lead to, for example, running an inclusive leadership development programme and ensuring all leaders attend, or asking every senior leader to mentor someone from an under-represented group. Both are demonstrable and important actions. Take-up can be easily measured and they have the advantage of being
“ For changes to be of any true value, they've got to be lasting and consistent ”
approached as standalone projects. But frustration can then set in if results are not quickly visible, such as improved staff engagement levels or diversity in the pipeline.
Our action research partners are all in the early stages of developing inclusive leadership. Here we set out the key performance indicators they are using or intend to use to evaluate impact.
Key performance indicators:
- Improved employee engagement and trust, measured via staff surveys
- Changes in promotion trends of underrepresented groups
- Reduction in absence rates
- Reduction in grievances and reporting of bullying or harassment
- Annual performance review processes, including 360 evaluation, in which inclusive leadership competencies are measured
- Increased take-up of career development activities by employees
- Increased maternity/paternity and adoption leave return rates
- Improved diversity scorecards
- A collective organisational narrative on inclusive leadership behaviours, based on feedback gathered through performance review
- Increased visibility of leaders and managers speaking about inclusive leadership on public platforms and at internal events and meetings
Case Study Spotlight
The Leadership framework seeks to gain several outputs including increased staff motivation and performance. As the 2011 research showed, inclusive leadership has a positive impact on these areas. By developing competencies in valuing and being able to work effectively with difference (e.g. differences between individuals, organisational cultures, professional specialisms or national borders), inclusive leadership can help BAE Systems to deliver:
- A strong pipeline of diverse leaders who are able to leverage innovation
- Building an enterprise with global reach and is a magnet for talented people
- People whose actions and behaviours are aligned to achieving company strategy and demonstrating its values
- Being able to attract and retain the best talent
- Engaged and productive people driving customer focus and competitive advantage