Inclusive leaders embrace diversity, harnessing different perspectives, experiences and ways of thinking to ensure their organisations and their employees thrive. A new report by Curium Solutions looks at what it takes to be a truly inclusive leader.
A more diverse team improves financial performance. Research shows that companies in the top-quartile for ethnic and cultural diversity on executive teams are 33% more likely to have industry-leading profitability. Companies in the top-quartile for gender diversity on executive teams are 21% more likely to outperform on profitability.
For many organisations, progress towards a more diverse and inclusive workplace has focused on characteristics like race, gender and disability. For us, this doesn’t go far enough. Leaders need to understand and empower diversity of personality, thinking and behaviour if they are to be truly inclusive. We are all different. Successful leaders will harness the power of that diversity.
Curium surveyed managers and supervisors in business sectors including telecommunications, retail and leisure, and financial services. Each of them has experienced TetraMap, a learning model that accelerates an understanding of self and others.
The results show that people with a high Earth preference – who are typically task and outcome focused – are more likely to be in senior roles. More people-focused individuals – those with a high Water preference – are less commonly found in leadership roles.
It isn’t surprising that someone more focused on goals, decisions and delivery will attain a leadership role. But, does this focus make them best suited to getting the most from their diverse range of employees and to fostering a culture of innovation and creativity?
For the full results and reflections on developing the mindset and skills needed to become an inclusive leader, read at our report: ‘Empowering inclusive leadership in a diverse world’.
In it, Curium Director and Co-founder James Farrow and Head of Performance Solutions Anne Clews look at how the notion of a ‘leader’ is changing. They consider diversity, inclusive leadership and the benefits they bring., and explore how you can support your organisation’s leaders so that they can tap into and develop the skills needed to become inclusive leaders.
