Assessment Log

MPSY4167 PROFESSIONAL SKILLS DEVELOPMENT - WHAT IS EDI - EQUAL OPPORTUNITY COUNCIL - INCLUSIVE LEADERSHIP

PART I: WHAT IS EDI

INTRODUCTION TO CONSULTANCY • Do you think your company promotes EDI?

• Share any examples of EDI in your organization

DISCUSSION (1)

UNDERSTANDING EQUALITY, DIVERSITY AND INCLUSION

Equality: Ensuring individuals or groups of individuals are treated fairly and equally and no less favorably, specific to their needs. In business psychology, it often relates to access to opportunities, fair recruitment, and unbiased decision-making.

Diversity: Recognizing, respecting, and valuing differences in people. These differences can be based on ethnicity, gender, age, sexual orientation, physical abilities, religion, and socioeconomic status. In the workplace, diversity enhances creativity, decision-making, and performance.

Inclusion: Creating a culture where all individuals feel respected, accepted, and valued. Inclusion in

business contexts means ensuring that diverse individuals can fully participate and contribute

to the organization.

Diversity and Inclusion Office (DIO), CUHK (多元共融事務處 – 香港中文大學) |

WHY EDI MATTERS IN BUSINESS PSYCHOLOGY

Moral and Legal Responsibility: Organizations have a moral duty and legal obligation to uphold EDI principles under frameworks like the Equality Act 2010 (UK) or Equal Employment Opportunity laws (US).

Psychological Safety and Inclusion: When employees feel included, they are more likely to express themselves, collaborate effectively, and show commitment to their roles.

Impact on Organizational Outcomes: • Improved employee engagement and morale • Increased innovation and creativity • Better decision-making and problem-solving • Stronger organizational reputation

EDI IN ORGANIZATIONAL PRACTICE

Policy and Practice Alignment Aligning HR policies with EDI goals—e.g., flexible working, mentorship programs, inclusive recruitment.

Measurement and Accountability Use of metrics (e.g., diversity dashboards, employee surveys) to track progress and hold leaders accountable.

Inclusive Leadership Leaders play a critical role in fostering inclusive environments through role modeling, active listening, and equitable practices.

Unconscious Bias Training Understanding how biases affect behaviors and decision-making, especially in hiring and performance evaluations.

OUR ROLE AS PSYCHOLOGISTS

- Tribe and Bell (2018). We should be taking an active leadership role in the promotion of social justice and are well placed to do so since the training and philosophy is so focused on the relationship and humanism

- Somerville, Marcus and Chang (2019) Multi-cultural peer- supervision. Group members can help each other achieve multicultural awareness, knowledge, and skills that would otherwise not be obtained, or hold onto multicultural awareness, knowledge, and skills that can be lost over time

OUR ROLE AS PSYCHOLOGISTS

Cardemil & Battle (2003):

• Suspend Preconceptions About Clients’ Race/Ethnicity and That of Their Family Members

• Recognise That Clients May Be Quite Different From Other Members of Their Racial/Ethnic Group

• Consider How Racial/Ethnic Differences Between Therapist and Client Might Affect Psychotherapy

• Acknowledge That Power, Privilege, and Racism Might Affect Interactions With Clients

• Keep Learning

• Complete “A quick look at your values”

• What kind of values are important for promoting EDI culture?

• Any reflection of your values which will facilitate EDI culture

DISCUSSION (2)

PART II: INCLUSIVE LEADERSHIP

HISTORY OF THE CONSTRUCT INCLUSIVE LEADERSHIP Early Roots: Diversity and Leadership Leaders that indicate an invitation and appreciation for others' contributions” (Nembhard & Edmondson, 2006, p. 927)

Leaders who exhibit visibility, accessibility, and availability in their interactions with followers” (Carmeli et al., 2010, p. 250)

Randel et al. (2018) - Defining Inclusive Leadership

 accommodating employees' need for uniqueness and belongingness

 supporting employees as group members by ensuring justice and equity

 providing shared decision-making opportunities

 encouraging diverse contributions

ABOUT AND BEYOND LEADING UNIQUENESS AND BELONGINGNESS: A SYSTEMATIC REVIEW OF INCLUSIVE LEADERSHIP RESEARCH, HUMAN RESOURCES MANAGEMENT REVIEW, DEC 2022

Highlights

• Systematic review of 107 academic articles on inclusive leadership

• Inclusive leadership goes beyond fostering uniqueness and strengthening belongingness

• Inclusive leadership is a multi-level concept (i.e., employee, team, organizational)

• More focus on antecedents of inclusive leadership is needed to understand how to facilitate inclusive leadership

• Multiple theoretical lenses should be considered in concert to understand inclusive leadership thoroughly

ABOUT AND BEYOND LEADING UNIQUENESS AND BELONGINGNESS: A SYSTEMATIC REVIEW OF INCLUSIVE LEADERSHIP RESEARCH

COMPARISON Dimension Inclusive Leadership Authentic Leadership Transformational Leadership

Definition Ensures all team members feel

valued, respected, and involved.

Emphasizes self-awareness,

transparency, ethics, and

consistency.

Focused on inspiring and

transforming followers to achieve

more than expected.

Key

Characteristics

Openness, accessibility, fairness,

empathy, support for diversity and

inclusion.

Self-awareness, relational

transparency, internalized moral

perspective, balanced

processing.

Visionary, inspirational,

intellectually stimulating,

considerate of individual needs.

Primary

Outcomes

Enhanced team collaboration,

innovation, employee engagement,

and psychological safety.

Increased trust, employee well-

being, authenticity at work.

Higher levels of motivation,

performance, commitment, and

organizational change.

Typical

Behaviors

Encouraging diverse opinions,

inclusive decision-making, valuing all

contributions.

Leading by example, showing

vulnerability, acting consistently

with core values.

Creating and communicating vision,

challenging the status quo, inspiring

others.

Origins

Based on work by Shore et al.

(2011), Carmeli et al. (2010), and

recent HR research.

Based on the work of Luthans &

Avolio (2003), Gardner et al.

(2005).

Introduced by Burns (1978),

expanded by Bass (1985).

STRATEGIES

Strategy 1: HR–Manager Collaboration

Goal: Equip managers to practice all dimensions of inclusive leadership

Actions:

◼ provides clear explanations on the importance and goals of inclusion initiatives

◼ Joint efforts in inclusive hiring and development to practice inclusive behaviours

◼ Provide tools, training, and coaching to the managers

Why: Understanding the "why" behind inclusion empowers managers to support systemic efforts.

Impact: Builds alignment and ownership at all levels

STRATEGIES Strategy 2: Create Feedback and Reflection Systems

Goal: Understand how inclusive behaviours are practiced at departments

Actions:

◼Managers reflect on experiences (e.g., appreciation, inclusion)

◼Share insights on team or individual responses

◼Use input to refine policies and recognition systems

Why: Helps HR understand how inclusion efforts are received by diverse employees, making reward and support systems more effective.

Impact: Enhances responsiveness to diverse employee needs

STRATEGIES

Strategy 3: Align Performance Evaluation with Inclusion

Goal: Encourage inclusive leadership through accountability

Actions:

◼Include inclusive behaviors in performance appraisals

◼Use feedback tools like 360-degree reviews

◼Reward behaviors that promote team equity and inclusion

Why: Ensures that inclusive behaviors are recognized, rewarded, and expected.

Impact: Reinforces inclusive culture through recognition

STRATEGIES

Strategy 4: Tailored Development Plans

Goal: Provide individualized development paths for managers based on their strengths and growth areas in inclusive leadership.

Actions:

◼ Assess existing competencies across different levels (e.g., employee, team, organizational).

◼ Offer targeted development (e.g., coaching on team-level behaviors like shared decision-making if that is a weaker area

Why: One-size-fits-all training is not enough; tailored support maximizes learning and application.

DISCUSSION (3)

Do you think that there are any cultural differences in leadership styles?

Do you think that inclusive leadership works in the Chinese culture?

Any reflection of your personal experiences at work?

PART III: EQUAL OPPORTUNITIES IN HONG KONG

9 PROTECTED CHARACTERISTICS IN THE UK

Age Disability

Gender reassignment Marriage and civil partnership

Pregnancy and maternity Race

Religion or belief Sex

Sexual orientation

Protected characteristics | EHRC

Who we are | EHRC

EQUAL OPPORTUNITIES COMMISSION HK

The Equal Opportunities Commission (EOC) is a statutory body set up in 1996 to implement:

✓the Sex Discrimination Ordinance (SDO), 1996

✓ the Disability Discrimination Ordinance (DDO), 1996

✓the Family Status Discrimination Ordinance (FSDO) 1997 and

✓the Race Discrimination Ordinance (RDO) 2008

Hong Kong’s anti-discrimination ordinances prohibit discrimination against a person on the grounds of sex, marital status, pregnancy, disability, family status and race.

INTRODUCTION TO CONSULTANCY

1. Are those 9 Protected Characteristics in the UK covered within the Equality laws in HK?

2. Are you aware of the those protected characteristics in HK? Any reflection?

DISCUSSION (4)

REFERENCES

Shore, L. M., Cleveland, J. N., & Sanchez, D. (2018). Inclusive workplaces: A review and model. Human Resource Management Review, 28(2), 176-189.

Robbins, S. P., & Judge, T. A. (2022). Organizational Behavior (19th ed.). Pearson Education.

Ferdman, B. M., & Deane, B. R. (Eds.). (2013). Diversity at work: The practice of inclusion. Jossey-Bass.

CIPD (2023). Diversity and inclusion at work. https://www.cipd.org/uk/knowledge/factsheets/diversity-inclusion-factsheet/

Equality and Human Rights Commission (UK). Equality Act 2010 Guidance.

Deloitte (2020). The diversity and inclusion revolution: Eight powerful truths.

Edmondson, A. C. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.