text stringlengths 97 512 | source_url stringclasses 5
values | source_title stringclasses 5
values | source_domain stringclasses 5
values | license_type stringclasses 2
values | attribution_required bool 1
class | attribution_text stringclasses 1
value | license_url stringclasses 1
value | relevance_score float64 0.31 0.7 | quality_score float64 0.58 0.87 | topics stringlengths 2 75 | character_count int64 97 512 | subject_name stringclasses 1
value | subject_type stringclasses 1
value | extraction_date stringdate 2026-04-10 14:48:52 2026-04-10 14:48:52 | embedding listlengths 384 384 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Eur J Investig Health Psychol Educ . 2025 Jul 2;15(7):121. doi: 10.3390/ejihpe15070121 The Impact of Diversity Inclusion Practices in the Workplace Context: The Effect of Inclusive Leadership Silvia Platania Silvia Platania 1 Department of Educational Science, Section of Psychology, University of Catania, 95124 Catania... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.651 | 0.684 | ["education", "leadership"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.260407 | [
0.04405946284532547,
0.0745459496974945,
-0.0234932079911232,
0.0809977799654007,
0.02284657023847103,
0.08838587254285812,
-0.03955770283937454,
-0.0006209922139532864,
0.032477542757987976,
-0.06427410244941711,
0.011335703544318676,
0.04462911933660507,
0.0019101276993751526,
-0.0055856... | ||
dio Maggio 1 Department of Educational Science, Section of Psychology, University of Catania, 95124 Catania, Italy; claudio.maggio@phd.unict.it (C.M.); marcello.boccadamo@outlook.com (M.B.) Find articles by Claudio Maggio 1 , Marcello Boccadamo Marcello Boccadamo 1 Department of Educational Science, Section of Psycholo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.52 | 0.67 | ["education"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.260952 | [
0.052546221762895584,
0.024806944653391838,
-0.008251283317804337,
0.09415972977876663,
0.02823450230062008,
0.0035270708613097668,
-0.0021798547822982073,
0.0502856969833374,
0.08223196119070053,
-0.025143008679151535,
-0.008755972608923912,
0.04563036188483238,
-0.034380894154310226,
0.0... | ||
rcello Boccadamo 1 Editor: Marc Lochbaum 1 Author information Article notes Copyright and License information 1 Department of Educational Science, Section of Psychology, University of Catania, 95124 Catania, Italy; claudio.maggio@phd.unict.it (C.M.); marcello.boccadamo@outlook.com (M.B.) * Correspondence: silvia.platan... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.53 | 0.676 | ["education", "philosophy"] | 481 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.261134 | [
0.11438117921352386,
0.060020070523023605,
0.002845919691026211,
0.07894883304834366,
0.03403502702713013,
-0.011405405588448048,
0.006741264835000038,
0.02877812273800373,
0.12085220217704773,
-0.0314205177128315,
-0.029767420142889023,
0.02213701233267784,
-0.01359512284398079,
0.0303953... | ||
Collection date 2025 Jul. © 2025 by the authors. Published by MDPI on behalf of the University Association of Education and Psychology. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the of the Creative Commons Attribution (CC BY) license ( https://creativecommons.org/licen... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.692 | ["education", "innovation"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.261220 | [
0.003327215788885951,
0.08286377042531967,
-0.0191077571362257,
0.09044981002807617,
0.0062915910966694355,
-0.055149808526039124,
-0.012682363390922546,
-0.05994126945734024,
0.0836251825094223,
-0.02495083399116993,
0.0021616159938275814,
0.04188866168260574,
-0.002433988731354475,
0.066... | ||
al identification in shaping both positive and negative employee responses and the potential mediating influence of diversity climate and inclusive leadership within this relationship. Specifically, it examines how employees’ organisational identification influences their perceptions of diversity climate and inclusive ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.48 | 0.804 | ["leadership", "networking"] | 421 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.261307 | [
0.006088118068873882,
0.06885381788015366,
0.009633923880755901,
0.06186390295624733,
-0.017099056392908096,
0.028635727241635323,
-0.015554118901491165,
-0.12074613571166992,
0.04914321005344391,
-0.08178429305553436,
-0.040809933096170425,
-0.06439220160245895,
0.0495467483997345,
-0.025... | ||
heir responses to organisational dissatisfaction. This study involved 307 participants from the Italian public administration who were administered a questionnaire to measure organisational identification, inclusive leadership (Inclusive Leadership Scale), the diversity climate within the organisation, and behaviours a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.489 | 0.834 | ["leadership", "education"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.261380 | [
0.0036682644858956337,
0.041337866336107254,
-0.019660793244838715,
0.029163092374801636,
-0.035375259816646576,
0.006639598403126001,
-0.04161125421524048,
-0.035423003137111664,
0.04508758708834648,
-0.059367310255765915,
0.03539296239614487,
-0.07703866064548492,
0.047750674188137054,
0... | ||
negative (Exit and Neglect) responses of the EVLN model. Organisational identification has a positive effect on the diversity climate. Moreover, the diversity climate mediates the relationship between organisational identification and loyalty, while inclusive leadership mediates the relationship between organisational ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.826 | ["leadership", "networking", "communication"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.261461 | [
-0.012446129694581032,
0.04698168486356735,
-0.0165029875934124,
0.04831460863351822,
0.03118046559393406,
0.018248073756694794,
-0.022680075839161873,
-0.06358282268047333,
0.05522824823856354,
-0.05938856303691864,
0.003047449979931116,
-0.0386333204805851,
0.04419540986418724,
0.0190921... | ||
ntification in shaping employees’ behavioural responses to dissatisfaction by influencing their perceptions of diversity climate and inclusive leadership. This highlights the importance of strengthening organisational identification to foster constructive behaviours and mitigate negative responses in diverse and inclus... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.639 | 0.824 | ["leadership", "management", "career"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.261543 | [
-0.021028222516179085,
0.056578367948532104,
-0.01238250732421875,
0.03459048643708229,
-0.021257910877466202,
0.01457284577190876,
0.02905571460723877,
-0.10038423538208008,
0.017680557444691658,
-0.07491152733564377,
-0.0758950263261795,
-0.09692539274692535,
0.01267828606069088,
0.00221... | ||
y element in human resource management and organisational behaviour, as it influences multiple aspects of working life. Organisational identification (OID) refers to the extent to which employees define themselves in terms of their membership in an organisation, internalising its values and goals as part of their self-... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.376 | 0.848 | ["management", "ethics"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.261646 | [
-0.033652354031801224,
0.03930579498410225,
-0.08166392147541046,
0.04585069790482521,
0.04096601530909538,
-0.05161750689148903,
0.09435573220252991,
-0.07147414982318878,
0.05359438434243202,
-0.09230565279722214,
0.006618460640311241,
0.059038951992988586,
-0.04490423947572708,
0.027827... | ||
ongly shaped by management practices and the organisational climate. Two key elements that foster the strengthening of OID are inclusive leadership and a diversity-oriented climate. Inclusive leadership, characterised by active listening, valuing opinions, and recognising individual contributions, fosters a sense of id... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.651 | 0.844 | ["leadership", "management"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.261911 | [
-0.010586543008685112,
0.03535791113972664,
-0.01785302720963955,
0.0513961985707283,
0.03855651617050171,
0.001601913245394826,
0.00420607952401042,
-0.08658479154109955,
0.026482101529836655,
-0.056188128888607025,
-0.05030468478798866,
0.028472712263464928,
0.009466367773711681,
-0.0126... | ||
likely to perceive the organisation as part of their identity. Diversity climate is a further determining factor for organisational identification ( McKay et al., 2009 ). Effective diversity management ensures that all employees, regardless of their individual differences, feel valued and included, thereby fostering a ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.581 | 0.852 | ["management"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.262130 | [
0.020542502403259277,
0.0002517277025617659,
-0.018566060811281204,
0.05681852251291275,
0.03908234462141991,
0.060857243835926056,
0.007750514894723892,
-0.11666196584701538,
0.053295545279979706,
-0.026447080075740814,
-0.0437125526368618,
-0.054234545677900314,
0.01359516941010952,
0.01... | ||
resource policies and socially integrates underrepresented employees ( McKay et al., 2008 ), is grounded in Social Identity Theory. This theory posits that individuals categorise themselves and others into social groups and, based on these categorisations, make decisions favouring the in-group at the expense of the out... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.424 | 0.858 | ["decision_making"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.262206 | [
-0.026987789198756218,
0.050632037222385406,
-0.057092662900686264,
0.06496889144182205,
0.06019775569438934,
0.004936170764267445,
0.12210382521152496,
-0.049909960478544235,
0.03822885826230049,
-0.04978671669960022,
0.00004724737664218992,
0.02330618165433407,
0.018488125875592232,
0.00... | ||
yees’ shared perceptions regarding the extent to which an organisation promotes and values diversity and inclusion. From this perspective, a positive diversity climate serves as a contextual cue that affirms the value of diverse social identities within the workplace, thereby strengthening employees’ organisational ide... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.601 | 0.844 | ["ethics"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.262341 | [
0.020182093605399132,
0.021321259438991547,
-0.08841355890035629,
-0.002274553058668971,
0.022954808548092842,
0.013516378588974476,
0.03309585899114609,
-0.07196443527936935,
0.10878460109233856,
-0.08781395852565765,
-0.015112324617803097,
-0.03894566744565964,
0.025882359594106674,
0.00... | ||
yees’ responses to diversity are shaped by the dynamic interaction between structural elements (e.g., policies, leadership practices) and individuals’ lived experiences. Integrating diversity climate into the IMCD framework allows for a more comprehensive understanding of how organisational structures influence identit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.6 | 0.838 | ["leadership"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.262538 | [
0.03397557884454727,
-0.0064574796706438065,
-0.028350476175546646,
-0.017437446862459183,
0.061837635934352875,
-0.012590112164616585,
0.014941375702619553,
-0.07685679942369461,
0.12407578527927399,
-0.023753784596920013,
-0.019167259335517883,
-0.011694633401930332,
0.038081057369709015,
... | ||
shaped by ongoing interactions between individuals and the organisational context. Within this framework, management practices are designed to actively promote equality, inclusion, and integration through open communication, equitable policies, and inclusive leadership. These practices foster a climate in which all emp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.642 | 0.806 | ["leadership", "communication", "management", "social_justice"] | 434 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.262695 | [
0.01892947033047676,
0.02161778137087822,
-0.004107472021132708,
0.06711651384830475,
0.018659280613064766,
-0.053325384855270386,
0.017230277881026268,
-0.09606682509183884,
0.01170350331813097,
-0.0053079151548445225,
0.00679095508530736,
0.008752199821174145,
0.00656934455037117,
-0.002... | ||
sational identification and pro-social behaviour. In turn, these practices positively influence employees’ subjective experiences and performance ( Cox, 1994 ). The underlying rationale is that such policies enable workers to perceive the organisation as a cohesive social group to which they belong, encouraging behavio... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.423 | 0.838 | ["philosophy"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.262784 | [
0.013098553754389286,
0.026887666434049606,
-0.06817232817411423,
0.018742835149168968,
0.035532474517822266,
0.03115159086883068,
0.04138503968715668,
-0.05953501909971237,
0.013387027196586132,
-0.03226542845368385,
-0.04430025443434715,
0.02701425924897194,
0.04446142911911011,
0.013786... | ||
led several authors to criticise its inconsistency ( Holmes et al., 2021 ), some scholars have structured it into three key components: intentionality, programming, and praxis ( Cachat-Rosset et al., 2019 ). Intentionality includes declarative elements, such as management statements explicitly endorsing diversity. Prog... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.434 | 0.824 | ["management"] | 491 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.262864 | [
0.002658875659108162,
0.018157171085476875,
-0.008157921954989433,
-0.008732781745493412,
0.033963367342948914,
-0.04876623675227165,
0.062366582453250885,
-0.01305718719959259,
-0.005286696366965771,
0.0021905568428337574,
-0.021199436858296394,
0.047524191439151764,
0.03385873883962631,
... | ||
standards aimed at improving worker integration. Praxis refers to the practical dimension, specifically the execution of planned initiatives and the behaviours exhibited by members of the organisation ( Platania et al., 2022a , 2022b ). Several studies have highlighted how organisational identification represents a cen... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.45 | 0.826 | ["war_conflict"] | 454 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.263002 | [
-0.05604347586631775,
0.027031345292925835,
-0.11398833245038986,
-0.020314384251832962,
-0.023479038849473,
0.010861793532967567,
0.0038467193953692913,
-0.019387533888220787,
-0.019252339377999306,
-0.019255435094237328,
0.035972580313682556,
0.06493519246578217,
-0.0011588509660214186,
... | ||
tisfaction or conflict ( Ashforth & Mael, 1989 ). The process of internalising organisational identity profoundly influences the way employees respond to problematic workplace situations and is closely linked to the responses outlined in the EVLN model (Exit, Voice, Loyalty, Neglect), originally proposed by Hirschman (... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.419 | 0.848 | ["war_conflict"] | 503 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.263156 | [
-0.026441622525453568,
0.007854430936276913,
-0.02296476624906063,
0.015315450727939606,
0.062336478382349014,
0.016676483675837517,
0.011793594807386398,
-0.06864453107118607,
0.06313376873731613,
-0.04141223430633545,
0.008539062924683094,
0.031184151768684387,
-0.04371257871389389,
0.02... | ||
of the response strategies adopted by employees. A strong sense of identification tends to reduce the likelihood of enacting exit or neglect strategies, instead orienting behaviour towards active participation (voice) or organisational loyalty. Employees who identify with their organisation are less inclined to leave i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.83 | ["crisis", "war_conflict"] | 418 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.264588 | [
0.017461571842432022,
0.04266367480158806,
-0.010426023043692112,
0.04842956364154816,
0.08613387495279312,
0.05347215011715889,
0.07533522695302963,
-0.02541079930961132,
0.014514711685478687,
-0.062400128692388535,
-0.009942393749952316,
0.026311948895454407,
-0.0400271899998188,
-0.0408... | ||
t of their social self ( Van Dick et al., 2004 ). Similarly, they are more likely to respond with constructive engagement, seeking to positively influence the working environment through dialogue and active involvement ( Van Dyne & LePine, 1998 ). Loyalty, understood as the patient and trusting expectation of improveme... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.84 | [] | 446 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.264675 | [
-0.04437575116753578,
0.01874111406505108,
-0.023572131991386414,
-0.04139084368944168,
-0.03301837295293808,
-0.028863366693258286,
0.08396933227777481,
0.04922384023666382,
0.044410645961761475,
0.0003335793735459447,
0.01286061480641365,
0.043361153453588486,
-0.019009027630090714,
-0.0... | ||
ense of identification ( Mael & Ashforth, 1995 ). Conversely, low levels of organisational identification are often associated with neglectful behaviours, apathy, and a gradual withdrawal from one’s professional role ( Blader & Tyler, 2009 ). Based on these theoretical considerations, the general aim of this study is t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.631 | 0.84 | ["leadership", "career", "education"] | 493 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.264750 | [
0.017718059942126274,
0.017535872757434845,
-0.012587076053023338,
0.09413199871778488,
-0.004889116622507572,
0.02017243206501007,
-0.008346188813447952,
-0.05331546440720558,
0.05112049728631973,
-0.07755665481090546,
-0.030777212232351303,
-0.0314631424844265,
0.00844724103808403,
0.009... | ||
riences within the Italian public administration. In particular, this study examines the mediating role of these factors in the relationship between organisational identification and employees’ responses, both positive and negative. The analysis aims to provide valuable insights for the development of organisational st... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.431 | 0.662 | ["networking", "education"] | 417 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.264834 | [
-0.05779466778039932,
0.01511442381888628,
-0.045650649815797806,
0.04190773889422417,
-0.025484323501586914,
0.01361094880849123,
0.02483457513153553,
-0.056750696152448654,
-0.002545825904235244,
-0.07590506970882416,
0.03006216697394848,
-0.0024746202398091555,
-0.04186512529850006,
-0.... | ||
work environment. 2. Theoretical Background 2.1. Inclusive Leadership: Fostering Diversity, Equity, and Identification in Organisations In the context of increasing workplace diversity, and with particular attention to the concept of diversity climate—especially its three core components—the role of leadership emerges ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.662 | 0.836 | ["leadership", "education"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.264903 | [
0.011081683449447155,
0.04781534522771835,
0.0029368444811552763,
0.05145113915205002,
0.018434248864650726,
0.026000482961535454,
-0.033741116523742676,
-0.09676453471183777,
0.04341007396578789,
-0.06329260766506195,
-0.029296571388840675,
-0.02723599597811699,
0.038877617567777634,
0.04... | ||
it influences both positive and negative employee behaviours. Leadership plays a fundamental role in shaping the organisation’s approach to diversity and in fostering a supportive environment. It contributes to building a clear, cohesive vision that is easily recognisable to employees, thereby promoting a shared sense ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.516 | 0.854 | ["leadership", "strategy", "management"] | 510 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.264997 | [
-0.006034189369529486,
0.06585600227117538,
-0.029724232852458954,
0.01681353524327278,
0.02743770368397236,
0.02838585525751114,
-0.00089953129645437,
-0.06999078392982483,
0.02567853033542633,
-0.05927268788218498,
0.02299129217863083,
0.00951091293245554,
0.050510745495557785,
0.0021940... | ||
usion, respect, and the appreciation of diversity at the heart of organisational practice. This leadership style is grounded in the belief that an inclusive environment not only enhances employee well-being but also drives creativity, innovation, and productivity. Inclusive leadership thus operates on two levels: direc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.533 | 0.828 | ["leadership", "innovation"] | 480 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.265079 | [
0.02654685080051422,
0.07833125442266464,
-0.02093815803527832,
0.0066081564873456955,
0.005202042870223522,
0.037629466503858566,
-0.018786214292049408,
-0.07320316135883331,
0.008228725753724575,
-0.05019271746277809,
-0.00042087805923074484,
0.03512751683592796,
0.017757605761289597,
-0... | ||
ping employee experiences through these policies. These dynamics are framed within the broader concepts of procedural justice ( Lind & Tyler, 2013 ) and distributive justice ( Jafino et al., 2021 ). Organisational justice is typically conceptualised through three dimensions: procedural, distributive, and interactional ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.559 | 0.834 | ["social_justice", "philosophy", "leadership", "war_conflict"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.265147 | [
-0.0019192384788766503,
0.05613796412944794,
-0.004940879065543413,
-0.101948581635952,
0.032854754477739334,
-0.006597289815545082,
0.03121277131140232,
-0.052153151482343674,
0.037713728845119476,
0.0684249997138977,
0.030818456783890724,
0.01037038303911686,
-0.032995112240314484,
0.012... | ||
ed as legitimate by employees—individuals are more likely to feel respected within the organisation, thereby fostering stronger identification with the group. Distributive justice relates to employees’ perceptions of fairness in the distribution of outcomes, which shapes their sense of equity and inclusion. Interaction... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.392 | 0.818 | ["social_justice", "philosophy", "communication"] | 456 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.265214 | [
-0.04056410863995552,
0.045461397618055344,
0.028147725388407707,
-0.04078083857893944,
-0.016205882653594017,
-0.019577547907829285,
0.05579795688390732,
0.014673296362161636,
0.06685201823711395,
0.016850588843226433,
0.012349680066108704,
0.02135290578007698,
-0.02861863560974598,
-0.02... | ||
ommunication from organisational representatives. Inclusive leadership is intrinsically linked to all three forms of justice. By promoting fair procedures, the equitable distribution of resources, and respectful, open interactions, inclusive leaders reinforce employees’ sense of belonging and organisational identificat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.696 | 0.83 | ["leadership", "philosophy", "crisis", "social_justice"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.265291 | [
0.0037513519637286663,
0.06941027194261551,
-0.030898405238986015,
0.01314864493906498,
0.053534913808107376,
-0.02084178291261196,
0.014160770922899246,
-0.088863305747509,
0.028288060799241066,
-0.041781675070524216,
0.02142660692334175,
-0.031325336545705795,
-0.00825628824532032,
-0.00... | ||
if they feel that they, or their social group, are being devalued. A diminished sense of organisational identification (OID) can, in turn, increase the likelihood of psychological withdrawal and disengagement ( Kreiner & Ashforth, 2004 ). 2.2. EVLN Model The EVLN model (Exit, Voice, Loyalty, and Neglect), originally de... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.558 | 0.842 | [] | 486 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.265356 | [
-0.03340327739715576,
0.06612379848957062,
-0.033066339790821075,
0.05125809088349342,
0.06819716840982437,
-0.013027369044721127,
-0.0086435591802001,
-0.006862173322588205,
0.0937822014093399,
-0.07833421975374222,
0.04330376535654068,
0.07348787784576416,
-0.00038957715150900185,
-0.024... | ||
ion or perceived problems within an organisation. The model outlines a general taxonomy of behavioural responses, encompassing both constructive and destructive reactions. Its flexibility allows for the integration of various psychological and organisational antecedents, making it particularly suitable for examining ho... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.419 | 0.816 | ["leadership"] | 463 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.265433 | [
0.038638900965452194,
0.05579749494791031,
0.0230754092335701,
0.04379560798406601,
0.023961549624800682,
0.01789594069123268,
0.015889618545770645,
-0.02045055292546749,
0.02607930824160576,
-0.009940868243575096,
-0.009372672066092491,
-0.07172463834285736,
0.03964167460799217,
0.0556778... | ||
nfluence workplace behaviour ( Hirschman, 1970 ). The EVLN model is grounded in the notion that all organisations inevitably experience periods of qualitative decline due to internal or external factors. As such, monitoring general organisational quality alone may be insufficient. Instead, the model identifies four spe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.393 | 0.836 | ["philosophy"] | 494 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.265500 | [
0.045889824628829956,
-0.05086887627840042,
-0.03845687583088875,
0.007001892663538456,
0.018709030002355576,
0.02997719682753086,
-0.01955215446650982,
-0.03646450117230415,
0.036289580166339874,
-0.04927578568458557,
0.025586578994989395,
0.018295615911483765,
0.007107521407306194,
0.045... | ||
n and inform corrective action ( Farrell, 1983 ). These responses are positioned along two intersecting dimensions: Active vs. Passive and Constructive vs. Destructive. Exit refers to behaviours through which employees withdraw from the organisation. This may involve inter-organisational turnover (leaving the organisat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.324 | 0.824 | ["philosophy"] | 454 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.265564 | [
0.021601315587759018,
0.012425864115357399,
-0.019393254071474075,
0.05120963230729103,
0.063152015209198,
0.037213340401649475,
0.076451376080513,
-0.04922535642981529,
0.04472330957651138,
0.03391844034194946,
0.015259383246302605,
0.05457109957933426,
-0.048116449266672134,
-0.040848806... | ||
same organisation) ( Jackofsky & Peters, 1983 ). The latter is particularly noteworthy, as it may go undetected through traditional turnover metrics but can reveal deeper structural issues. Exit is classified as Active and Destructive, as it reflects the belief that problems are unlikely to be resolved. Voice involves ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.537 | 0.826 | ["communication"] | 421 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.265631 | [
0.016026636585593224,
0.0035704798065125942,
0.0008280141628347337,
-0.021349463611841202,
0.0035480931401252747,
0.038826875388622284,
-0.014924014918506145,
-0.05635767802596092,
0.045145343989133835,
-0.019925767555832863,
-0.05494456738233566,
0.05109715461730957,
-0.03759722039103508,
... | ||
ional issues by communicating them to a superior. Rather than withdrawing, employees who engage in Voice seek to restore organisational functioning to previous levels of effectiveness ( Hirschman, 1970 ; Steers & Mowday, 1981 ). This response is viewed as Active and Constructive, signalling both awareness of problems a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.595 | 0.858 | ["communication", "war_conflict"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.265838 | [
-0.03459709510207176,
-0.03064854070544243,
-0.007133964914828539,
-0.012295886874198914,
-0.023312626406550407,
0.05581173673272133,
0.048278845846652985,
-0.04603128507733345,
0.05214661359786987,
-0.011851400136947632,
0.00032220256980508566,
0.06831023842096329,
0.010613312013447285,
0... | ||
, without overt action to address them ( Rusbult et al., 1988 ). It is often associated with employee silence, which can take either a positive form (adhesion silence, motivated by trust and alignment with the organisation) or a negative form (ejection silence, driven by fear, resignation, or submission) ( Sabino et al... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.561 | 0.858 | ["philosophy", "communication", "motivation"] | 499 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.265928 | [
-0.029506005346775055,
0.02074330858886242,
-0.010399810038506985,
0.019214650616049767,
-0.006461364682763815,
0.017706193029880524,
0.10949850082397461,
-0.06761391460895538,
0.0660327821969986,
-0.04758685454726219,
0.06571103632450104,
0.018948819488286972,
0.029451517388224602,
-0.074... | ||
it prevents the expression of critical concerns. Neglect includes passive behaviours that result in performance decline, whether intentional or not. Examples include absenteeism, procrastination, careless errors, or time-wasting ( Rusbult et al., 1988 ). Although not explicitly aimed at harming the organisation, these ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.363 | 0.84 | ["philosophy", "career"] | 510 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.266048 | [
0.07001303136348724,
0.06520918011665344,
0.009902809746563435,
0.10595409572124481,
0.07761197537183762,
0.02120981179177761,
0.040378469973802567,
-0.027839982882142067,
0.007609260734170675,
-0.025776352733373642,
0.03657589107751846,
0.060235701501369476,
0.016794905066490173,
-0.01107... | ||
rrelation with job satisfaction ( Li et al., 2024 ). Specifically, job satisfaction is positively associated with both Voice and Loyalty, while it is negatively associated with Exit and Neglect. Given that job satisfaction is itself correlated with organisational identification ( Karanika-Murray et al., 2015 ), enhanci... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.56 | 0.846 | ["career"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.266164 | [
-0.09795667231082916,
0.03777196258306503,
-0.019527461379766464,
-0.006410311907529831,
-0.03413887321949005,
0.04409583657979965,
0.0622626394033432,
-0.08829788863658905,
0.008427719585597515,
-0.07175655663013458,
-0.049399685114622116,
0.008828731253743172,
0.014400145970284939,
0.019... | ||
taneously reducing destructive responses such as Exit and Neglect. 2.3. The Effect of Inclusive Leadership and the Responses from Employees The theoretical and practical interplay between diversity, inclusive leadership, and the EVLN model (Exit, Voice, Loyalty, and Neglect) is essential for understanding how the dynam... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.497 | 0.844 | ["leadership"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.266248 | [
0.04977497085928917,
0.019838107749819756,
0.0464429147541523,
0.046589139848947525,
0.02159278839826584,
0.03886576369404793,
-0.061963051557540894,
-0.05812042951583862,
0.05068647116422653,
-0.058533769100904465,
0.043271806091070175,
0.012854908592998981,
0.03819289058446884,
-0.007368... | ||
, implying that an organisation’s approach to diversity and inclusive leadership can directly influence how employees respond to dissatisfaction and organisational challenges. Diversity within an organisation refers to the presence of differences among its members—such as ethnicity, gender, sexual orientation, cultural... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.545 | 0.834 | ["leadership", "crisis"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.266345 | [
0.02960241213440895,
0.06492725759744644,
-0.011131374165415764,
0.01091806124895811,
0.006212286651134491,
0.0017877864884212613,
-0.01008577924221754,
-0.057113487273454666,
0.025704219937324524,
-0.06603626906871796,
-0.027276961132884026,
-0.0541829839348793,
0.0062696924433112144,
-0.... | ||
rdless of their personal characteristics, feel respected, valued, and integrated ( Shore et al., 2018 ). An inclusive leader not only embraces diversity as a value but also leverages it as a strategic asset to enhance innovation, creativity, and overall performance. This leadership style fosters a psychologically safe ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.518 | 0.84 | ["leadership", "innovation", "strategy", "philosophy"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.266432 | [
0.03301031515002251,
0.07231641560792923,
0.010506612248718739,
-0.02353578992187977,
0.032448191195726395,
0.04922718182206154,
-0.02986365370452404,
-0.06863372772932053,
0.016557984054088593,
-0.014904973097145557,
0.020350854843854904,
0.012052582576870918,
0.05170086398720741,
-0.0140... | ||
sses by promoting perceptions of fairness, strengthening organisational identification, and enhancing empowerment. These mechanisms help reduce negative behaviours (Exit, Neglect) and reinforce positive responses (Voice, Loyalty), thereby explaining its mediating role. From a theoretical perspective, diversity and incl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.644 | 0.802 | ["leadership"] | 415 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.266525 | [
-0.03947991132736206,
0.020833084359765053,
-0.025055669248104095,
0.012646984308958054,
0.0013530128635466099,
0.06932614743709564,
-0.012289948761463165,
-0.03315774351358414,
0.05059231072664261,
-0.03657069802284241,
0.00590145867317915,
0.005588035564869642,
0.057165153324604034,
0.04... | ||
ployee behaviour, as described by the EVLN model. Organisations that support diversity and practice inclusive leadership are more likely to reduce the incidence of Exit and Neglect while promoting Voice and Loyalty ( Rusbult et al., 1988 ). From a practical standpoint, companies that adopt diversity initiatives and fos... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.46 | 0.832 | ["leadership", "motivation"] | 464 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.266649 | [
-0.024592507630586624,
-0.0032854736782610416,
0.005371225997805595,
-0.0426364541053772,
0.032140422612428665,
0.06316768378019333,
-0.04894081875681877,
-0.04330534115433693,
-0.022389302030205727,
-0.05561232194304466,
0.0506272055208683,
0.002816407475620508,
0.03425406664609909,
0.017... | ||
build a committed, motivated workforce (Loyalty). In doing so, they also prevent detrimental behaviours (Neglect) that compromise work quality and organisational performance ( Avery et al., 2008 ). Ultimately, the connection between diversity, inclusive leadership, and the EVLN model illustrates how organisations that ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.675 | 0.836 | ["leadership", "motivation", "negotiation", "networking", "war_conflict"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.266720 | [
0.001432852353900671,
0.04298693314194679,
-0.04782746359705925,
0.004719845950603485,
0.02661079727113247,
0.0735856220126152,
-0.020482812076807022,
-0.04618668183684349,
0.0075088380835950375,
-0.052660129964351654,
0.029158858582377434,
0.023732278496026993,
0.04892463609576225,
0.0240... | ||
nisation toward constructive responses, preventing dysfunctional reactions that may hinder its effectiveness. Diversity in an organisation refers to the presence of differences among its members, which may include ethnicity, gender, sexual orientation, cultural background, and many other dimensions. Inclusive leadershi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.483 | 0.832 | ["leadership", "war_conflict"] | 488 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.266808 | [
0.05933131277561188,
0.031014328822493553,
-0.03383651003241539,
0.00313559640198946,
0.025481930002570152,
0.02919255942106247,
-0.027784399688243866,
-0.10018252581357956,
0.03970879316329956,
-0.05209372565150261,
-0.03979974985122681,
-0.024386519566178322,
0.019556503742933273,
0.0046... | ||
els valued and integrated ( Shore et al., 2018 ). An inclusive leader recognises and promotes diversity not only as a value but as an asset that can strengthen innovation, creativity, and business performance. The inclusive approach entails fostering a safe and respectful environment in which all employees are encourag... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.511 | 0.852 | ["leadership", "innovation", "philosophy"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.266963 | [
0.04178059473633766,
0.0911455973982811,
-0.02713613584637642,
-0.032791510224342346,
0.05402124673128128,
0.008785503916442394,
0.01952502131462097,
-0.027996903285384178,
0.01634066551923752,
-0.04895387217402458,
0.03145185112953186,
-0.013979031704366207,
0.06858207285404205,
-0.025023... | ||
dering its influence on key psychological processes. Specifically, inclusive leadership fosters perceptions of fairness, strengthens employees’ sense of identification, and promotes empowerment. These factors contribute to reducing negative behaviours (Exit, Neglect) and enhancing positive ones (Voice, Loyalty), thereb... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.504 | 0.826 | ["leadership"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267031 | [
-0.00515064736828208,
0.0470799058675766,
0.020056722685694695,
-0.021847758442163467,
0.04254547506570816,
0.05077909305691719,
-0.0399286188185215,
-0.06826972216367722,
0.026886509731411934,
-0.03760075569152832,
0.05601324141025543,
0.011456926353275776,
0.04164062812924385,
0.01152077... | ||
employee behaviour, as outlined in the EVLN model. An organisation that promotes diversity and adopts inclusive leadership reduces the likelihood of Exit and Neglect, while encouraging more positive responses such as Voice and Loyalty ( Rusbult et al., 1988 ). Practically, companies that implement diversity policies an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.597 | 0.842 | ["leadership", "motivation"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267099 | [
-0.0027975437697023153,
0.025363847613334656,
-0.012156061828136444,
0.0015630898997187614,
0.05165975168347359,
0.08148351311683655,
-0.047474492341279984,
-0.06690231710672379,
0.018918685615062714,
-0.05402371659874916,
0.04469982162117958,
0.04123871400952339,
0.04560016095638275,
0.01... | ||
orkforce (Loyalty), thus preventing harmful behaviours (Neglect) that could undermine work quality and productivity ( Avery et al., 2008 ). The connection between diversity, inclusive leadership, and the EVLN model demonstrates how an organisational environment that values diversity and promotes inclusive practices can... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.499 | 0.812 | ["leadership", "ethics", "networking"] | 418 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267199 | [
-0.03166712075471878,
0.02757761813700199,
-0.044502537697553635,
-0.020544737577438354,
0.04850899800658226,
0.06910563260316849,
-0.07183916121721268,
-0.04890100285410881,
0.008250432088971138,
-0.02626195177435875,
0.038692839443683624,
0.04125742241740227,
0.04703093692660332,
0.00440... | ||
to a healthier and more productive work climate. An inclusive leader not only promotes diversity but also guides the organisation towards constructive and productive behaviours, preventing negative reactions that could harm the organisation. 2.4. Aim of the Research The aim of this study is to conduct an exploratory an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.627 | 0.846 | ["leadership", "war_conflict", "education"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267295 | [
-0.012608570046722889,
0.0509805753827095,
-0.026858001947402954,
0.05155915021896362,
0.03758564591407776,
0.05775044858455658,
0.01641070656478405,
-0.04418650642037392,
-0.046508725732564926,
-0.04637626186013222,
0.004520582500845194,
-0.01796378567814827,
-0.026903467252850533,
0.0072... | ||
s’ responses, both positive and negative, and whether diversity climate and inclusive leadership can also have a mediating effect in this relationship. In particular, the following hypotheses will be tested (see Figure 1 ): Figure 1. Open in a new tab Theoretical model. H1. Organisational Identification has a direct po... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.44 | 0.702 | ["leadership", "networking"] | 502 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267403 | [
0.020765656605362892,
0.023935051634907722,
-0.04668449983000755,
0.0006911284872330725,
0.03203496336936951,
0.07106383889913559,
-0.04211684316396713,
-0.07019402831792831,
0.048349857330322266,
-0.04436905309557915,
-0.001981385750696063,
-0.030055398121476173,
0.08576058596372604,
0.01... | ||
e effect on perceptions of Diversity Climate. H3. Organisational Identification has a direct positive effect on perceptions of Inclusive Leadership. H4. Diversity Climate mediates the relationship between Organisational Identification and the EVLN model variables (Voice and Loyalty). H5. Inclusive Leadership mediates t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.639 | 0.664 | ["leadership", "networking"] | 438 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267475 | [
0.0058378358371555805,
0.05267307907342911,
-0.009615416638553143,
0.023617027327418327,
0.025697097182273865,
0.040768228471279144,
-0.032871048897504807,
-0.0882885605096817,
0.03748150169849396,
-0.06344972550868988,
-0.010362604632973671,
-0.05882863327860832,
0.05746622756123543,
0.01... | ||
del variables (Voice and Loyalty). 3. Method 3.1. Participants and Procedures This study involved a total of 307 participants, primarily from Southern Italy (78.4%) and predominantly employed in the public administration sector (82.6%). The sample included 181 male participants (59%), 122 female participants (39.7%), a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.544 | 0.676 | ["education"] | 430 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267540 | [
0.031111108139157295,
-0.060940615832805634,
-0.0035196940880268812,
-0.005329233594238758,
-0.05322141572833061,
0.03450709581375122,
0.07401307672262192,
-0.05875476822257042,
0.0026639513671398163,
0.0011638530995696783,
0.06447479128837585,
-0.010053836740553379,
-0.030915381386876106,
... | ||
rage length of service was 11.1 years (SD = 3.9). Most participants worked in various sectors of the Italian public administration, including healthcare (39%), schools (16.1%), and universities (27.5%). Consequently, the study employed a convenience sampling method. Participants were recruited through the collaboration... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.388 | 0.69 | ["education", "communication", "economy", "philosophy", "rhetoric"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267648 | [
0.005778658203780651,
0.05367359519004822,
-0.03212527930736542,
0.06105189397931099,
-0.02935928851366043,
0.07635309547185898,
0.023140495643019676,
0.031273793429136276,
-0.022661255672574043,
-0.056795381009578705,
0.0729016363620758,
-0.0368085615336895,
-0.012639772146940231,
0.01988... | ||
hosted on Google Forms, along with an introductory letter outlining the study’s objectives. Before beginning the survey, participants provided informed consent electronically. The completion of the survey required approximately 15 min. Participation was entirely voluntary, and individuals could discontinue the survey a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.503 | 0.844 | ["education", "philosophy", "ethics"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267724 | [
-0.04100619629025459,
0.04409543052315712,
-0.00301339547149837,
0.000630964757874608,
-0.03584351763129234,
0.03226427361369133,
-0.05627332255244255,
-0.00011004877160303295,
-0.02235640399158001,
0.06607604771852493,
0.05500534176826477,
-0.009582259692251682,
-0.043357014656066895,
-0.... | ||
he Internal Ethics Review Board of the Department of Educational Sciences (Section of Psychology) of the University of Catania (Prot. No. Ierb-Edunict-2020.010.13/5). 3.2. Measures 3.2.1. The Organisational Identification Scale (OIS) The Organisational Identification Scale was used to investigate the level of identific... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.567 | 0.68 | ["education", "ethics"] | 458 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267803 | [
-0.024988146498799324,
0.06216924637556076,
-0.12684942781925201,
0.03743135556578636,
0.04027047008275986,
-0.04502841830253601,
-0.016633087769150734,
-0.07357481867074966,
0.0917896255850792,
-0.030023733153939247,
0.03541535884141922,
0.0467962771654129,
-0.030169591307640076,
0.016705... | ||
18-item scale measured on a 5-point Likert scale. The OIS is widely used in organisational and academic contexts to explore the relationship between identification, motivation, work engagement, and employee behaviour through its division into 4 factors: Management Connection (item example “ My colleagues and I frequent... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.544 | 0.702 | ["management", "networking", "strategy", "motivation", "ethics"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267904 | [
0.0586908683180809,
0.07496074587106705,
-0.07789810001850128,
0.047301847487688065,
0.06309917569160461,
-0.02122848853468895,
0.03878392279148102,
0.017975421622395515,
0.07772231847047806,
-0.037500105798244476,
0.05461638420820236,
0.04923070967197418,
0.00040631185402162373,
0.0028116... | ||
ls and Values (item example “ I share organization’s goals ”); and Coworker Connection (item example “ My coworkers help me make sense of what’s happening at work ”). 3.2.2. The Inclusive Leadership Scale (ILS) The Inclusive Leadership Scale was used to investigate the leadership style and, more specifically, the level... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.85 | ["leadership", "ethics", "networking"] | 463 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.267995 | [
-0.02575957030057907,
0.05516688525676727,
-0.0536796897649765,
-0.008888320997357368,
0.03721924498677254,
0.04674912989139557,
-0.010340221226215363,
0.046397626399993896,
0.019835321232676506,
-0.0356653593480587,
0.07580968737602234,
0.01138152927160263,
0.04592449963092804,
0.00111768... | ||
a 13-item scale based on a 5-point Likert scale. In this case as well, the scale has been frequently used in scientific research and is divided into two factors: Cognitive dimension (item example “ My supervisor encourages me to discuss diverse viewpoints and perspectives on problem-solving with colleagues ”) and Affec... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.551 | 0.834 | ["management"] | 425 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268096 | [
0.08401116728782654,
0.03806738182902336,
-0.04285022243857384,
0.03606914356350899,
0.02684256061911583,
0.03768952190876007,
0.03296774998307228,
0.07452619820833206,
0.017323404550552368,
0.010024419985711575,
0.026655303314328194,
-0.017098480835556984,
-0.03876490518450737,
0.06774991... | ||
me to actively participate in the team ”). 3.2.3. Diversity Climate Questionnaire (DCQ) The Diversity Climate Questionnaire is a scale used to assess the diversity climate within the organisation of affiliation. The DCQ, in its Italian validation ( Paolillo et al., 2017 ), is a 9-item scale based on a 6-point Likert sc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.561 | 0.862 | ["management"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268175 | [
0.01766313426196575,
0.030650043860077858,
-0.036674488335847855,
0.04817192628979683,
-0.01248769648373127,
0.11630965769290924,
-0.011427191086113453,
-0.028021007776260376,
0.010184227488934994,
0.011682349257171154,
-0.01691979169845581,
-0.15706177055835724,
0.028585903346538544,
0.03... | ||
em example “ Managers here have a track record of hiring and promoting employees objectively, regardless of their race, gender, sexual orientation, religion, or age. ”); Organisational Inclusion (3 items) examines the extent to which individuals from diverse backgrounds are structurally included or excluded (item examp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.636 | 0.698 | ["management", "networking", "interview", "philosophy"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268241 | [
0.04452666640281677,
0.001168923801742494,
-0.04460180550813675,
0.03575821593403816,
0.0948236882686615,
0.06278496235609055,
0.02680199220776558,
-0.08382320404052734,
-0.009781586937606335,
-0.05965852737426758,
0.04458090290427208,
-0.028659848496317863,
0.015045012347400188,
-0.023778... | ||
l’s perspective on the importance of diversity (item example “ I think that diverse viewpoints add value ”). In our study, we used only the fairness and inclusion factors, as indicated by the literature. We focused on the fairness and inclusion dimensions of Mor Barak’s diversity climate scale as these constructs are m... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.449 | 0.852 | ["education"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268318 | [
0.02604750357568264,
0.019720468670129776,
-0.016744665801525116,
-0.024838248267769814,
0.050755806267261505,
0.10012161731719971,
0.033771269023418427,
-0.040301285684108734,
0.05030564218759537,
-0.014576323330402374,
-0.0083041712641716,
-0.050973135977983475,
0.04223058000206947,
-0.0... | ||
employees’ perceptions of organisational support and justice—key antecedents of constructive (Voice, Loyalty) and withdrawal (Neglect, Exit) behaviours. 3.2.4. EVLN Model Questionnaire The EVLN model (Exit, Voice, Loyalty, Neglect) measures employees’ response behaviours to dissatisfaction or stress in the workplace. I... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.571 | 0.826 | ["social_justice", "philosophy"] | 481 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268386 | [
0.006464964244514704,
0.03205127269029617,
-0.032457370311021805,
-0.014102383516728878,
0.014846228994429111,
0.02002493292093277,
0.05080552399158478,
0.0037352703511714935,
0.04516803100705147,
-0.06412823498249054,
0.06307443976402283,
-0.004101433325558901,
0.0028335656970739365,
-0.0... | ||
ension representing a different type of response. Exit refers to the decision to leave the organisation, either by seeking a new job or quitting the position. This behaviour is a direct response to high dissatisfaction, where the employee feels that leaving is the only viable option. Voice, on the other hand, involves ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.372 | 0.838 | ["decision_making", "career"] | 445 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268459 | [
0.02625584416091442,
0.036316052079200745,
0.010110368952155113,
-0.04255862161517143,
0.05124754458665848,
-0.0037804655730724335,
0.049702197313308716,
-0.019109344109892845,
0.06363172084093094,
-0.01599573716521263,
0.029292309656739235,
-0.018769679591059685,
-0.02888309955596924,
-0.... | ||
to find solutions that can improve the situation. Employees who adopt “voice” do not simply complain but actively attempt to change or improve the working conditions. Loyalty represents a more passive response, where employees remain loyal to the organisation despite their dissatisfaction, without actively trying to ch... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.392 | 0.824 | [] | 415 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268532 | [
-0.06331808120012283,
0.018863694742321968,
0.003979659639298916,
-0.04963541403412819,
-0.0548444464802742,
0.03553374111652374,
0.01227469090372324,
-0.00695022102445364,
0.010038234293460846,
-0.011620652861893177,
0.03434086591005325,
0.012308837845921516,
0.004312231671065092,
0.00159... | ||
tience, expecting things to improve on their own. Lastly, Neglect refers to a passive disengagement behaviour, where employees reduce their effort and productivity, neglecting their responsibilities and contributing little to improving the situation. The EVLN model consists of 20 items, whose answers measure the degree... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.451 | 0.85 | ["negotiation", "career"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268599 | [
0.04384453967213631,
0.049895890057086945,
-0.023564793169498444,
0.08029419928789139,
-0.013385506346821785,
0.019692180678248405,
-0.016349472105503082,
0.0199978519231081,
0.015224230475723743,
-0.03853128105401993,
0.14006593823432922,
0.07410702854394913,
-0.002156381029635668,
-0.005... | ||
ssibilities to change job ”; Voice “ Suggest solutions to your supervisor/manager .”; Loyalty “ I am proud to say that I am working for this company. ”; Neglect “ Put less effort into your work than may be expected of you. ”). The scale was validated in 2008 and is used both in academic and organisational settings ( Li... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.552 | 0.712 | ["management", "career"] | 462 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268666 | [
0.047246187925338745,
0.05005849897861481,
-0.043655458837747574,
0.07259120792150497,
0.003499216865748167,
0.07249954342842102,
0.0005539686535485089,
0.05101323500275612,
-0.013434013351798058,
-0.03106258623301983,
0.052182406187057495,
-0.026402775198221207,
0.017217792570590973,
0.03... | ||
equation modelling (SEM) with AMOS version 27.0. The statistical analysis was carried out in two main phases: an exploratory phase, aimed at examining potential associations among the variables and assessing common method bias; and a confirmatory phase, focused on testing the hypothesised relationships. In the first ph... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.522 | 0.846 | ["networking"] | 510 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268736 | [
0.11188677698373795,
-0.019950905814766884,
-0.008632649667561054,
0.11099174618721008,
-0.054332222789525986,
0.024501899257302284,
0.020582763478159904,
0.01779119111597538,
0.010228020139038563,
0.005996870342642069,
0.04227256402373314,
-0.010735449381172657,
0.00706143444404006,
0.000... | ||
coefficient (r), which measures the strength and direction of linear associations. To assess potential common method bias, a confirmatory factor analysis (CFA) was performed, and model fit indices were evaluated. Additionally, the reliability and validity of the scales were assessed using Cronbach’s alpha and McDonald’... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.559 | 0.824 | ["philosophy"] | 419 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268847 | [
0.08314155042171478,
-0.00022528888075612485,
-0.04978930205106735,
0.023421697318553925,
0.026905909180641174,
0.06929024308919907,
-0.013354165479540825,
0.040336232632398605,
-0.00648370711132884,
-0.014425953850150108,
0.05806274712085724,
0.009166310541331768,
-0.011398407630622387,
0... | ||
ond phase, a multiple mediation model was tested. Organisational Identification was treated as the independent variable, while Diversity Management and Inclusive Leadership were modelled as mediators. The four outcomes from the EVLN framework—Exit, Voice, Loyalty, and Neglect—were treated as dependent variables. The me... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.437 | 0.838 | ["leadership", "management"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.268942 | [
0.029687823727726936,
0.027070658281445503,
0.005128174554556608,
0.050184596329927444,
0.043150365352630615,
0.05475151911377907,
-0.04614600911736488,
-0.028832262381911278,
0.0437464639544487,
-0.05942269787192345,
0.012224195525050163,
0.0436379536986351,
0.05222154036164284,
-0.033112... | ||
sed indirect effects was computed based on 2000 bootstrap samples ( Preacher & Hayes, 2008 ). An indirect effect was considered statistically significant if both the lower and upper bounds of the CI were either positive or negative, indicating that the interval did not include zero. This criterion confirms the presence... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.522 | 0.676 | [] | 413 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269030 | [
-0.04341898113489151,
0.05821257457137108,
0.10543926060199738,
0.03603317588567734,
0.02248881757259369,
0.013725560158491135,
-0.06831570714712143,
0.03784431517124176,
0.055322371423244476,
-0.048116788268089294,
0.03597642108798027,
0.0664001926779747,
0.04220443218946457,
-0.058116361... | ||
fect. 4. Results 4.1. Preliminary Analysis 4.1.1. Test of Common Method Variance Since the endogenous and exogenous variables were measured simultaneously and using the same instrument, we examined whether common method bias was present to ensure that these biases were not distorting the data. Considering the growing d... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.332 | 0.692 | [] | 470 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269119 | [
0.081223264336586,
-0.07765248417854309,
0.012811864726245403,
-0.026704568415880203,
0.09511740505695343,
0.064134880900383,
-0.10590273141860962,
0.013708394952118397,
-0.05630989372730255,
0.050508104264736176,
0.058679841458797455,
0.0333205945789814,
-0.0532386414706707,
0.00486497674... | ||
and the common latent factor method were applied. First, the Harman single-factor test involved performing an exploratory factor analysis with a single-factor, unrotated solution. The findings indicated that the total variance explained by a single factor in the current sample was 15.06%, which is well below the recomm... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.517 | 0.854 | ["philosophy"] | 507 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269224 | [
0.13220669329166412,
-0.002772656735032797,
-0.02926311455667019,
-0.0023833513259887695,
0.10071591287851334,
0.06917619705200195,
-0.021439583972096443,
0.05047706142067909,
-0.0202159583568573,
0.04794947803020477,
0.13480153679847717,
-0.023936739191412926,
-0.06827519088983536,
0.0273... | ||
analysis was conducted following Malhotra et al. ’s ( 2006 ) recommendation that “ method bias is assumed to be substantial if the assumed model fits the data ”. The single-factor model tested demonstrated a poor fit with the data (CFI = 0.48; RMR = 0.315; RMSEA = 0.114), further confirming the absence of common method... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.513 | 0.864 | [] | 491 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269284 | [
0.10629842430353165,
-0.06833595037460327,
-0.03339758515357971,
-0.0034057553857564926,
0.08295823633670807,
0.05286303162574768,
-0.03393176943063736,
0.0489998385310173,
0.0005128104821778834,
0.04863656684756279,
0.09435732662677765,
0.01875903084874153,
-0.022038722410798073,
0.029184... | ||
ared between the models with and without the CLF. The differences in regression weights were minimal (Δ < 0.2), providing additional evidence that common method bias is not a significant concern in our data. The final model exhibited good fit indices: χ 2 (25) = 65.854, p < 0.001, χ 2 /df = 2.623, RMSEA = 0.07 (C.I. = ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.504 | 0.734 | [] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269348 | [
0.019049638882279396,
-0.09682059288024902,
0.016291234642267227,
0.01188577152788639,
0.09229884296655655,
0.0006317963125184178,
-0.052500300109386444,
0.04061714559793472,
0.04166030138731003,
0.009315774776041508,
0.07023344933986664,
-0.01566923037171364,
-0.05000356212258339,
0.01331... | ||
he correlations between all the variables, including the subscales under study, as well as the mean values and standard deviations. Specifically, the results show that almost all variables are significantly correlated with each other. The only variable that shows fewer significant links with the other variables in the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.465 | 0.848 | ["management", "ethics", "networking", "education"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269432 | [
0.12078657001256943,
-0.02898601070046425,
-0.05767526850104332,
0.11325769126415253,
0.024821527302265167,
-0.025290174409747124,
-0.028699178248643875,
0.006346085574477911,
0.011249015107750893,
0.020692957565188408,
0.0921529233455658,
0.056839752942323685,
0.050255946815013885,
0.0587... | ||
sting that excessively control-oriented management may lead employees to consider leaving the organisation. Additionally, there is another noteworthy correlation with invested self-concept (r = −0.34, p < 0.001), indicating that when the organisation invests in the personal and professional growth of its employees, the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.432 | 0.842 | ["management", "networking", "career", "education"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269496 | [
0.13205310702323914,
-0.026289451867341995,
-0.04531249776482582,
0.05878771096467972,
0.02833867445588112,
0.03575199842453003,
0.12533381581306458,
-0.019825439900159836,
0.05470075085759163,
0.05178496241569519,
0.02951171062886715,
0.05032762140035629,
-0.04577433317899704,
0.003185042... | ||
hat underpin our study, namely, that diversity management and inclusive leadership can have a significant impact on the relationship between organisational identification and employee satisfaction. Table 1. Mean, standard deviation, and intercorrelations of variables. M/SD 1 2 3 4 5 6 7 8 9 10 11 Diversity Climate Fair... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.516 | 0.712 | ["leadership", "management", "networking", "education"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269566 | [
0.05558916926383972,
0.04451505094766617,
-0.002917282748967409,
0.04994397610425949,
-0.012219197116792202,
0.04681837186217308,
-0.014893856830894947,
-0.04362212494015694,
0.04108939692378044,
-0.006004233378916979,
-0.03364046663045883,
-0.048734162002801895,
0.038907915353775024,
0.00... | ||
(4) 3.65/0.9 0.56 ** 0.52 ** 0.87 ** − Organisational Identification Management Connection (5) 2.98/0.7 −0.46 ** −0.45 ** −0.40 ** −0.50 ** − Integrated Goal Values (6) 3.89/0.9 0.50 ** 0.46 ** 0.70 ** 0.69 ** −52 ** − Coworker Connection (7) 3.58/0.8 0.42 ** 0.37 ** 0.50 ** 0.42 ** −0.38 ** 0. 48 ** − Invested Self-Co... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.529 | 0.744 | ["networking", "management", "ethics"] | 503 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269628 | [
0.019029952585697174,
-0.015359564684331417,
-0.1389296054840088,
-0.026221683248877525,
-0.05397825688123703,
-0.039283450692892075,
-0.012061045505106449,
0.05696575343608856,
0.02601870708167553,
0.010335336439311504,
-0.044539324939250946,
-0.033464714884757996,
-0.026924604550004005,
... | ||
1 −0.04 −0.34 ** − Voice (10) 4.98/0.8 0.38 ** 0. 37 ** 0.60 ** 0.57 ** −0.34 ** 0.50 ** 0.40 ** 0.28 ** −0.04 − Loyalty (11) 3.75/1. 0.50 ** 0.48 ** 0.64 ** 0.62 ** −0.60 ** 0.66 ** 0.46 ** 0.31 ** −0.14 0.59 ** − Neglect (12) 2.66/0.9 −0.20 * −0.26 ** −0.42 ** −0.41 ** 0. 23 * −0.34 ** −0.17 −25 ** 0.22 * −0.40 ** −0... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.488 | 0.652 | [] | 461 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269689 | [
-0.0320010706782341,
-0.07762841135263443,
-0.10786847770214081,
-0.0032500051893293858,
-0.06701924651861191,
0.011959112249314785,
-0.0008154032984748483,
0.04430292919278145,
0.03697086125612259,
0.006713887210935354,
0.06975865364074707,
-0.015766577795147896,
-0.01691323332488537,
-0.... | ||
ons are significant at the p < 0.05 level. 4.1.3. Validity and Reliability After verifying that there was no common method bias among the variables in our model, we deemed it appropriate to test the validity and reliability of the variables before proceeding with the mediation analysis. We calculated the Cronbach’s alp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.85 | ["leadership"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269772 | [
0.032577645033597946,
0.036804601550102234,
0.0007029327680356801,
0.06111649423837662,
0.04612187668681145,
0.05018138140439987,
-0.029855040833353996,
0.024828501045703888,
0.04919281229376793,
0.0002341703075217083,
-0.012817369773983955,
0.06296729296445847,
0.028147298842668533,
0.036... | ||
Leadership, Organisational Identification, Exit, Voice, Loyalty, Neglect, and Diversity Climate. The results (see Table 2 ) show that all the variables considered demonstrate high levels of reliability and validity. Table 2. Validity and reliability. α di Cronbach ω di McDonald AVE CR Inclusive Leadership 0.97 0.97 0.5... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.611 | 0.706 | ["leadership"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269856 | [
0.04168701171875,
0.012036386877298355,
-0.034877628087997437,
-0.0057374536991119385,
-0.05174069479107857,
0.044489748775959015,
-0.01373426616191864,
-0.01649024896323681,
0.01974867470562458,
-0.0470443069934845,
0.043894752860069275,
-0.01729639433324337,
0.03516746684908867,
0.007982... | ||
t 0.91 0.91 0.55 0.84 Diversity Climate 0.82 0.82 0.56 0.88 Open in a new tab 4.2. The Multiple Mediation Analysis After conducting the preliminary analyses, which supported our study, we proceeded with the mediation analysis following the model and hypotheses outlined in Figure 1 . Mediation analysis is employed to ex... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.372 | 0.698 | ["education"] | 471 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.269928 | [
0.12325244396924973,
0.05650333687663078,
0.06302457302808762,
0.041479598730802536,
0.040160033851861954,
0.03551030531525612,
0.012755724601447582,
-0.03352911025285721,
0.05705302953720093,
0.0028412328101694584,
0.0017621904844418168,
-0.024058112874627113,
0.07943399250507355,
0.03076... | ||
usion of a third variable, known as the mediator. First, we examined the direct effect of the variables. Mediation analyses are commonly used to explore the mechanisms underlying complex relationships in empirical data ( MacKinnon & Fairchild, 2009 ; Edwards & Lambert, 2007 ). In particular, mediation models are employ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.398 | 0.864 | ["networking", "war_conflict"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.270012 | [
0.11912250518798828,
0.01145078893750906,
-0.006895321886986494,
0.043187953531742096,
0.03593520075082779,
0.012342366389930248,
0.008096909150481224,
-0.03912826254963875,
0.10750941187143326,
-0.021613776683807373,
0.07336334139108658,
0.06864442676305771,
0.06466175615787506,
0.0264755... | ||
a set of intermediate variables, m 1 , m 2 , ..., m k , referred to as mediators. In the context of the cause-and-effect relationship between x and y, mediators serve as intermediaries, where changes in x influence m j (j = 1, ..., k), which in turn affect y. The x → m j → y pathway illustrates the process by which x e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.518 | 0.804 | ["communication", "networking"] | 505 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.270104 | [
0.07664433121681213,
-0.025004975497722626,
0.04237791895866394,
0.03193354234099388,
0.07052944600582123,
0.03797426074743271,
0.02852049097418785,
0.0008548202458769083,
0.0669078454375267,
0.0070564718917012215,
0.07632249593734741,
0.0912516787648201,
0.07853527367115021,
0.01923795044... | ||
presentation of the results of a mediation model. Figure 2. Open in a new tab Structural model: *** p < 0.001, ** p < 0.05; non-significant links have not been reported. Specifically, the results reveal a significant direct effect of Organisational Identification on all four outcome variables: Exit (β = −0.14 **), Voic... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.397 | 0.714 | ["communication", "war_conflict"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.270192 | [
0.05638859421014786,
0.03232834115624428,
-0.03748586028814316,
0.02524433471262455,
-0.005765167064964771,
0.02508354000747204,
0.009781177155673504,
-0.012536969035863876,
0.04487621784210205,
-0.05892591178417206,
0.022739991545677185,
0.08282767981290817,
0.009569395333528519,
0.013888... | ||
nce both employees’ positive responses toward the organisation and their negative responses. Therefore, Hypothesis H1 of our study is confirmed. There is also a significant and positive direct effect of Organisational Identification on Diversity Climate (β = 0.45 **) and Inclusive Leadership (β = 0.64 **), highlighting... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.502 | 0.852 | ["leadership", "education", "networking", "war_conflict"] | 495 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.270293 | [
0.006088858004659414,
0.04230011999607086,
0.007823922671377659,
0.06398431211709976,
0.006479580886662006,
0.06597305089235306,
-0.0014333511935546994,
-0.04794247820973396,
0.03542768210172653,
-0.0005506455199792981,
-0.05320140719413757,
-0.056923042982816696,
0.008259018883109093,
0.0... | ||
of our study are also confirmed (see Figure 2 ). Regarding the indirect effect of Diversity Climate and Inclusive Leadership on the relationship between Organisational Identification and both positive behavioural responses (Voice and Loyalty) and negative behavioural responses (Exit and Neglect), the results partially ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.834 | ["leadership", "networking", "education"] | 485 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.270378 | [
0.010468297637999058,
0.05161276087164879,
0.017561551183462143,
0.041033484041690826,
0.002761398209258914,
0.04745064303278923,
-0.045927077531814575,
-0.08521398156881332,
0.02924778126180172,
-0.044278550893068314,
-0.017977358773350716,
-0.039813924580812454,
0.049367036670446396,
0.0... | ||
ification and Loyalty [β = 0.05, p < 0.001, (C.I. 0.119–0.458)], revealing that a more inclusive climate promotes stronger identification among employees, leading to loyal behavioural outcomes. As for the mediating effect of Inclusive Leadership, it influences the relationship between Organisational Identification and ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.637 | 0.686 | ["leadership", "networking"] | 481 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.270447 | [
0.007669583894312382,
0.08276726305484772,
0.010450569912791252,
0.07498955726623535,
0.017558524385094643,
0.0572490356862545,
-0.006080550607293844,
-0.07172343879938126,
0.022790558636188507,
-0.06035469099879265,
0.029951956123113632,
0.03000347502529621,
0.024164928123354912,
-0.01235... | ||
Voice [β = 0.06, p < 0.001, (C.I. 0.278–0.987)]. These findings suggest that Inclusive Leadership plays a key role in fostering a Diversity Climate characterised by fairness and inclusion, which in turn enhances employees’ identification with the organisation. This strengthened identification, as suggested by Social Id... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.538 | 0.678 | ["leadership"] | 458 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.270514 | [
-0.022640220820903778,
0.04312852770090103,
0.0014118823455646634,
0.00883305724710226,
0.05652546137571335,
0.06401678174734116,
0.024096667766571045,
-0.0799647644162178,
0.00758647033944726,
-0.05003846436738968,
-0.05590670928359032,
0.00809531006962061,
0.012447656132280827,
-0.007087... | ||
n work-related processes (see Table 3 ). Table 3. Standardised direct, indirect, and total effects of organisational identification on the EVLN model. Outcome Direct Effect (β) Indirect Effect (β) 95% CI (LL–UL) Total Effect (β) Loyalty 0.21 ** 0.05 *** 0.119–0.458 0.26 Neglect −0.28 ** 0.05 *** 0.255–0.786 −0.23 Voice... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.611 | 0.71 | ["leadership"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.271692 | [
-0.007740488741546869,
0.021164076402783394,
-0.022356970235705376,
0.02309240773320198,
0.02691745199263096,
0.05458647385239601,
-0.05056747794151306,
-0.03599352762103081,
0.04360257461667061,
-0.03505181148648262,
0.0026628493797034025,
0.025627654045820236,
0.018836136907339096,
0.000... | ||
total effects were computed by summing direct and indirect effects; * p < 0.05, ** p < 0.01, *** p < 0.001. 5. Discussion and Conclusions This study highlights the complex interplay between organisational identification (OID), diversity climate, inclusive leadership, and the EVLN (Exit, Voice, Loyalty, Neglect) model i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.63 | 0.844 | ["leadership", "education"] | 495 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.271806 | [
0.012903555296361446,
0.03853818029165268,
-0.003615510417148471,
0.06446690112352371,
0.031414154917001724,
0.03644220158457756,
-0.07411900162696838,
-0.07119912654161453,
0.05400596931576729,
-0.07675021886825562,
-0.024667775258421898,
0.0028019160963594913,
0.02724345214664936,
0.0019... | ||
role in fostering an inclusive work environment. A strong sense of organisational identification can shape how employees interpret their work environment, leading them to perceive the organisational climate as fair and socially integrative. This, in turn, promotes constructive behaviours (Voice, Loyalty) while reducing... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.488 | 0.834 | ["leadership", "career"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.271897 | [
-0.04090331867337227,
0.010699516162276268,
-0.027503130957484245,
0.03397403657436371,
0.017093172296881676,
-0.011303412728011608,
-0.012701665051281452,
-0.11469467729330063,
0.02928367629647255,
-0.06961528211832047,
-0.051055293530225754,
-0.041941720992326736,
0.009948991239070892,
0... | ||
on, while inclusive leadership and diversity climate function as mediating variables that shape and strengthen this relationship. This conceptualisation highlights the complex interplay between individual identification processes and contextual organisational factors in determining employee attitudes. The diversity cli... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.458 | 0.828 | ["leadership", "networking"] | 511 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.271972 | [
0.0016354870749637485,
0.06122977286577225,
0.005239345598965883,
0.017412880435585976,
0.04265815392136574,
0.050314437597990036,
0.006017843261361122,
-0.08811793476343155,
0.0593491829931736,
-0.025244509801268578,
-0.047264788299798965,
-0.06318601220846176,
0.030846765264868736,
0.003... | ||
hancing perceptions of fairness and psychological safety, thereby reducing the likelihood of disengagement in response to dissatisfaction. These results underscore the theoretical significance of organisational identification as a key mechanism through which employees come to perceive and value diversity within the org... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.638 | 0.828 | ["leadership", "social_justice", "philosophy"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.272081 | [
0.03538103401660919,
0.06530727446079254,
-0.027085445821285248,
-0.015942014753818512,
0.03304813802242279,
0.05897889658808708,
0.04436328634619713,
-0.060197968035936356,
0.04271874949336052,
0.007503214292228222,
-0.008575738407671452,
-0.07054968178272247,
0.00892863143235445,
-0.0373... | ||
ychological safety necessary for meaningful employee participation in organisational life ( Platania et al., 2022a , 2022b , 2022c ). Leaders who embrace diversity and foster inclusion not only shape structural and cultural practices but also directly influence how employees perceive and engage with their work environm... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.655 | 0.842 | ["leadership"] | 494 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.272358 | [
0.04745064675807953,
0.044156819581985474,
0.0032037333585321903,
-0.005185755435377359,
0.08433979004621506,
0.043464165180921555,
0.011298696510493755,
-0.08031810820102692,
-0.021913250908255577,
-0.029966050758957863,
0.02901447005569935,
-0.005196616984903812,
0.0019848912488669157,
0... | ||
ive, loyal engagement ( Platania et al., 2022c ). These findings yield important theoretical implications: diversity and inclusion should not be viewed merely as normative or ethical imperatives but as foundational elements of effective organisational functioning. A strong sense of organisational identification enhance... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.503 | 0.818 | ["ethics"] | 448 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.272426 | [
-0.01029693242162466,
-0.01348494365811348,
-0.026170071214437485,
0.043840520083904266,
0.024579597637057304,
0.012044752016663551,
0.072303906083107,
-0.06088181957602501,
0.007732274476438761,
-0.07510215044021606,
-0.010808482766151428,
0.0064857155084609985,
0.028321603313088417,
0.00... | ||
ssatisfaction and fosters engagement and loyalty. This integrative perspective bridges the gap between diversity management and behavioural models, demonstrating that embedding inclusive leadership within diversity strategies can amplify positive organisational outcomes ( Platania et al., 2021 ; Buscemi et al., 2016 ).... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.475 | 0.838 | ["leadership", "strategy", "management", "education"] | 512 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.272521 | [
0.05131958797574043,
0.001544081955216825,
0.001123569207265973,
0.03217421472072601,
0.011894676834344864,
0.054538752883672714,
-0.06537477672100067,
-0.0663147121667862,
0.06493249535560608,
-0.02344040758907795,
0.008150489069521427,
-0.01326755154877901,
0.07614341378211975,
0.0261089... | ||
e influential role of leadership in shaping how these dimensions are integrated into organisational practice. In conclusion, this research advances our understanding of the psychological mechanisms linking inclusive leadership and organisational identification to employee behavioural responses in diverse workplace sett... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.665 | 0.824 | ["leadership"] | 482 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.272585 | [
0.023091783747076988,
0.04653647914528847,
-0.006996840704232454,
0.057778120040893555,
0.03075367957353592,
0.022733226418495178,
-0.06691943109035492,
-0.06942665576934814,
0.027264922857284546,
-0.07019741833209991,
-0.007845624350011349,
-0.003150084987282753,
0.009458509273827076,
0.0... | ||
to foster a more engaged and committed workforce. While the study does not explicitly examine the direct relationship between inclusive leadership and diversity climate, it lays a solid foundation for future research to explore these complex dynamics more deeply. Limitations of the study and practical implicationsDespi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12294091/ | The Impact of Diversity Inclusion Practices in the Workplace Context | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.494 | 0.814 | ["leadership", "education", "networking"] | 411 | Inclusive Leadership Belonging | topic | 2026-04-10T14:48:52.272658 | [
0.022749701514840126,
0.02161453291773796,
0.02363688126206398,
0.0734567791223526,
0.02373516373336315,
0.06719182431697845,
-0.09310746937990189,
-0.09798458963632584,
0.05430382490158081,
-0.02188153751194477,
-0.03331439569592476,
-0.026267854496836662,
0.06693412363529205,
0.006839780... |
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.