Inclusive Leadership and Strategic Decision-Making in Cross-Identity Contexts

Abstract

The purpose of this phenomenological study was to critically examine the experience of engaging in strategic decision-making processes among leaders and staff who hold asymmetrical gender and racial identity positions in U.S.-based organizations. A multiple perspective comparative interpretative phenomenological analysis research design was used to conduct semi-structured interviews with participants assigned to one of two groups based on identity characteristics: staff members of marginalized gender and racial identities, and executive leaders of dominant gender and racial identities. Interpretation referenced two theoretical frameworks and associated concepts, critical theory of leadership and the inclusive leadership model, to support the development of a new conceptual model. The findings from this study will inform the development of leadership skills and competencies that enhance leader-staff interactions in cross-identity work relationships and support decision-making aligned with both strategic outcomes and principles of organizational justice.