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"In a world plagued by wicked problems, escaping the win-lose dynamics of zero-sum game approaches is crucial for finding integrated, inclusive solutions to complex issues. In this book, the reader will uncover real-life examples of inclusive leaders that have broken the zero-sum game. From Ivy League colleges to African villages, from the very top of the Catholic Church to anarchist conferences and meetings, inclusive leadership can be applied and the protagonists will tell you how.As the examples in the book demonstrate, inclusive leadership is not the privilege of a few gifted individuals with extraordinary human qualities. Inclusive leaders are not necessarily charismatic (like Nelson Mandela, Gandhi, or Martin Luther King, Jr). The vast majority of inclusive leaders are just regular everyday people. They only differ and what a difference it makes! in being able to turn what seem to be zero-sum problems into opportunities for inclusiveness."

"Penelitian ini dilakukan dengan tujuan untuk mengetahui pengaruh kepemimpinan inklusif terhadap perilaku berpendapat karyawan yang dimediasi oleh persepsi keamanan psikologis dan dimoderasi oleh kepercayaan pada manajemen. Penelitian ini diikuti oleh sebanyak 218 partisipan karyawan dengan metode convenience sampling yang disebar secara online pada berbagai platform komunikasi. Metode analisis data yang digunakan di dalam penelitian ini meliputi uji korelasi dan uji analisis dengan model moderated-mediation. Hasil penelitian menyatakan, pertama, kepemimpinan inklusif berpengaruh positif dan signifikan terhadap perilaku berpendapat. Kedua, penelitian ini membuktikan bahwa persepsi keamanan psikologis berperan sebagai mediator hubungan antara kepemimpinan inklusif dan perilaku berpendapat. Selanjutnya, hasil penelitian ini menunjukkan bahwa kepercayaan pada manajemen tidak signifikan dalam memoderasi hubungan kepemimpinan inklusif dengan persepsi keamanan psikologis. Terakhir, penelitian ini menunjukkan bahwa kepercayaan pada manajemen tidak signifikan dalam memoderasi peran mediasi terhadap hubungan kepemimpinan inklusif dan perilaku berpendapat. Sebagai implikasi praktis dari hasil penelitian ini, organisasi dapat memberikan pelatihan kepemimpinan inklusif kepada para manajer.

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This study was conducted with the aim of knowing the effect of inclusive leadership on employee voice behavior that is mediated by psychological safety and moderated by trust in management. This study was followed by 218 Indonesian employees with a convenience sampling method. The analysis of this study included a correlation test and analysis moderated-mediation model. The results of the study stated, first, inclusive leadership has a positive significant effect on employee voice behavior. Second, this study proves that psychological safety mediates the relationship between inclusive leadership and voice behavior. Furthermore, the results of this study indicate that trust in management was not significant in moderating the relationship of inclusive leadership with perceptions of psychological security. Finally, this study shows that trust in management is not significant in moderating the mediating role of the relationship between inclusive leadership and opinion behavior. As a practical implication of the results of this study, organizations can provide inclusive leadership training to managers."

"Kepemimpinan inklusif merupakan gaya kepemimpinan yang dianggap efektif dalam memberdayakan karyawan di tengah perbedaan yang ditemukan di dalam perusahaan. Penelitian ini dilakukan dengan tujuan untuk mengetahui kemampuan prediktif faktor individu dari kepemimpinan inklusif, yaitu extraversion, openness to experience, dan perspective taking. Pengukuran dilakukan kepada manajer atau supervisor dari berbagai perusahaan di Indonesia (N=128) dengan menggunakan alat ukur Inclusive Leadership, Big Five Inventory, dan Interpersonal Reactivity Index. Hasil uji korelasi menemukan bahwa extraversion, openness to experience, dan perspective taking berkorelasi secara signifikan dengan kepemimpinan inklusif. Dari hasil analisis regresi linier hirarki didapatkan bahwa extraversion memprediksi kepemimpinan inklusif secara positif dan signifikan setelah mengontrol variabel demografis (jenis kelamin, usia, tingkat pendidikan, jumlah bawahan). Kemudian, Openness to experience memprediksi kepemimpinan inklusif secara positif dan signifikan setelah mengontrol variabel demografis dan extraversion. Terakhir, perspective taking tidak memprediksi kepemimpinan inklusif secara positif dan signifikan setelah mengontrol variabel demografis, extraversion, dan openness to experience. Sebagai implikasi praktis, organisasi dapat memberikan pelatihan kepada para manajer yang terkait dengan karakteristik extraversion agar para manajer dapat membuka diri dan memahami karyawannya.

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Inclusive leadership is the leadership style that effectively empowers employees in the diversity workplace. This study aims to examine the effect of individual factors on inclusive leadership, i.e extraversion, openness to experience, and perspective taking. Measurements were conducted on managers or supervisors from any companies in Indonesia (N=128) using these instruments: Inclusive Leadership, Big Five Inventory, and Interpersonal Reactivity Index. The results showed that extraversion, openness to experience, and perspective taking were significantly correlated with inclusive leadership. The results of hierarchical linear regression analysis showed that extraversion significantly and positively predicted inclusive leadership above and beyond the effects of demographics (gender, age, educational level, number of subordinates). Openness to experience was significantly and positively predicted inclusive leadership above and beyond the effects of demographics and extraversion. In addition, perspective taking was not significantly and positively predicted inclusive leadership above and beyond the effects of demographics, extraversion, and openness to experience. As the practice implication from this study, organizations should provide training for managers about extraversion to open about themselves and understand their subordinates"

"PT. XYZ perusahan yang bergerak di bidang jasa keuangan non-bank, dituntut untuk terus berinovasi. Untuk dapat memunculkan inovasi, sangat penting adanya kontribusi dari seluruh karyawan. Kontribusi tersebut diantaranya melalui perilaku karyawan untuk bersuara yaitu perilaku proaktif yang bersumber dari diri atau inisiatif, berorientasi ke depan, dan bertujuan untuk meningkatkan suatu kondisi tertentu. Di sisi lain struktur organisasi yang birokratis menjadikan perilaku bersuara menjadi tantangan tersendiri bagi perusahaan untuk dikembangkan. Untuk mendorong terjadinya perilaku bersuara, faktor internal dan eksternal karyawan perlu dielaborasi lebih jauh. Penelitian ini terdiri dari dua studi. Studi 1 bertujuan untuk mengeksplorasi peran voice efficacy dalam memediasi pengaruh kepemimpinan inklusif terhadap perilaku bersuara. Studi 1 melibatkan 154 responden karyawan PT. XYZ. Dengan menggunakan pendekatan Social Cognitive Theory (SCT), hasil studi 1 menunjukan bahwa voice efficacy secara signifikan memediasi pengaruh kepemimpinan inklusif terhadap perilaku bersuara. Studi 2 bertujuan untuk melakukan intervensi sebagai lanjutan dari hasil studi 1. Hasil Studi 2 yakni intervensi pelatihan kepemimpinan memberikan pengaruh signifikan terhadap pengetahuan peserta pelatihan mengenai inclusive leadership. Dengan demikian intervensi pelatihan kepemimpinan inklusif dapat diterapkan untuk memunculkan gaya kepemimpinan inklusif yang kemudian dapat menciptakan voice efficacy dan perilaku bersuara karyawan di PT XYZ.

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PT. XYZ, a non-bank financial services company, is facing the constant pressure to innovate. To drive innovation, it is crucial to encourage employee voice behavior, which involves proactive, forward-looking initiatives aimed at improving specific conditions. However, the company's bureaucratic organizational structure poses a challenge to fostering such behavior. To promote employee voice behavior, both internal and external factors need to be carefully considered. This research consists of two studies. Study 1 explores the mediating role of voice efficacy in the effect of inclusive leadership to employee voice behavior. The study involved 154 employees of PT. XYZ. Using the Social Cognitive Theory (SCT) approach, the findings of Study 1 indicate that voice efficacy significantly mediates the influence of inclusive leadership to employee voice behavior. Study 2 builds on the results of Study 1 by implementing an intervention. The study found that leadership training intervention significantly impacted participants' knowledge of inclusive leadership. Therefore, inclusive leadership training intervention can be implemented to cultivate inclusive leadership styles, which can then foster voice efficacy and employee voice behavior in PT. XYZ."

"Penelitian ini bertujuan untuk menganalisis pengaruh kepemimpinan inklusif terhadap inovasi hemat biaya (frugal innovation) pada karyawan Industri Mikro dan Kecil (IMK) di Jakarta, dengan menganalisis peran mediasi berbagi pengetahuan (knowledge sharing) dan moderasi intensitas persaingan (competitive intensity). Dengan menggunakan teori Modal Sosial (Social Capital Theory) dan Teori Berbasis Pengetahuan (Knowledge-Based Theory), penelitian ini menyoroti pentingnya berbagi pengetahuan tacit dan eksplisit dalam mendukung inovasi yang berbiaya rendah. Data dikumpulkan melalui survei terhadap 175 karyawan IMK kuliner di Jakarta, kemudian dilengkapi dengan wawancara mendalam untuk memperkaya temuan. Analisis data menggunakan metode SEM-PLS dengan teknik bootstrapping, yaitu teknik pengambilan sampel ulang secara acak untuk mengestimasi distribusi statistik dan menguji hipotesis. Hasil penelitian menunjukkan bahwa kepemimpinan inklusif berpengaruh signifikan terhadap inovasi hemat biaya, baik secara langsung maupun melalui mekanisme berbagi pengetahuan. Namun, intensitas persaingan ditemukan tidak signifikan dalam memperkuat hubungan antara berbagi pengetahuan dan inovasi hemat biaya. Penelitian ini memberikan kontribusi teoretis dengan memperluas pemahaman tentang jalur yang mengarah pada inovasi hemat biaya di negara berkembang dan memberikan implikasi praktis untuk meningkatkan daya saing UMKM di Jakarta.

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This study aims to analyze the influence of inclusive leadership on frugal innovation among employees of Micro and Small Enterprises (MSEs) in Jakarta, focusing on the mediating role of knowledge sharing and the moderating role of competitive intensity. Utilizing Social Capital Theory and Knowledge-Based Theory, the research highlights the importance of tacit and explicit knowledge sharing in fostering cost-effective innovation. Data were collected through a survey of 175 culinary MSE employees in Jakarta, complemented by in-depth interviews to enrich the findings. Data analysis was conducted using the SEM-PLS method with bootstrapping techniques, a resampling method that generates multiple samples to estimate statistical distributions and test hypotheses. The findings indicate that inclusive leadership significantly influences frugal innovation, both directly and through the knowledge-sharing mechanism. However, competitive intensity was found to be insignificant in strengthening the relationship between knowledge sharing and frugal innovation. This study contributes theoretically by expanding the understanding of pathways leading to frugal innovation in developing countries and provides practical implications for enhancing the competitiveness of SMEs in Jakarta."

"Perusahaan berbasis platform di Indonesia menghadapi tantangan besar akibat globalisasi, perkembangan teknologi, dan era VUCA, yang membuat inovasi menjadi kunci untuk mempertahankan pertumbuhan dan keberlanjutan. Penelitian ini bertujuan untuk mengkaji pengaruh Learning Agility dan Inclusive Leadership terhadap Innovative Work Behavior, dengan peran mediasi Work Engagement dan Job Autonomy. Studi ini menggunakan pendekatan kuantitatif konfirmatori dengan desain cross-sectional. Data dikumpulkan melalui kuesioner yang terdiri dari 44 item pernyataan. Sampel penelitian melibatkan 255 karyawan dari perusahaan berbasis platform yang dipilih menggunakan teknik purposive sampling. Analisis data dilakukan melalui metode Covariance Based-Structural Equation Modeling (CB-SEM) dengan LISREL 8.8. Hasil penelitian menunjukkan bahwa learning agility, work engagement, dan job autonomy memiliki pengaruh langsung terhadap innovative work behavior, sementara inclusive leadership tidak mempengaruhi innovative work behavior secara langsung. Selain itu, work engagement dan job autonomy terbukti berperan sebagai mediator dalam hubungan antara variabel learning agility dan inclusive leadership dengan innovative work behavior. Temuan ini memberikan implikasi praktis bagi perusahaan berbasis platform untuk meningkatkan perhatian pada pengembangan learning agility dan penerapan kepemimpinan inklusif sebagai strategi dalam meningkatkan keterlibatan karyawan dan otonomi kerja untuk mendukung perilaku inovatif karyawan.

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Platform-based companies in Indonesia face significant challenges due to globalization, technological advancements, and the VUCA era, making innovation crucial for sustaining growth and organizational sustainability. This study aims to examine the impact of Learning Agility and Inclusive Leadership on Innovative Work Behavior (IWB), with the mediating roles of Work Engagement and Job Autonomy. The research employs a quantitative confirmatory approach with a cross-sectional design. Data was collected through a 44-item questionnaire from a sample of 255 employees of platform-based companies, selected using purposive sampling. Data analysis was conducted using Covariance-Based Structural Equation Modeling (CB-SEM) with LISREL 8.8. The results indicate that Learning Agility, Work Engagement, and Job Autonomy have a direct effect on IWB, while Inclusive Leadership does not directly influence IWB. Furthermore, work engagement and job autonomy have been identified as significant mediators in the relationship between learning agility and inclusive leadership with innovative work behavior. These findings underscore the importance for platform-based companies to prioritize the development of learning agility and the adoption of inclusive leadership to enhance work engagement and job autonomy, thereby fostering IWB."

"Di tengah intensnya tekanan dalam mempertahankan daya saing, kemampuan perusahaan untuk berinovasi sangat bergantung pada keterlibatan aktif seluruh tenaga kerjanya, termasuk Generasi Z. Namun, potensi inovatif generasi ini kerap terhambat oleh rasa cemas dan tidak aman di tempat kerja akibat paparan sosial digital yang intens sejak dini. Dalam kondisi tersebut, keamanan psikologis menjadi faktor yang memungkinkan mereka merasa aman untuk menyampaikan ide dan mengambil risiko dalam proses inovasi. Penelitian ini bertujuan untuk menguji peran mediasi keamanan psikologis dalam hubungan antara kepemimpinan inklusif dan perilaku kerja inovatif, guna memahami mekanisme yang mendorong kontribusi inovatif karyawan muda. Menggunakan desain survei kuantitatif cross-sectional, data dikumpulkan melalui kuesioner terstandar yang diadministrasikan secara daring, mencakup alat ukur Inclusive Leadership Scale, Psychological Safety Scale, dan Innovative Work Behavior Scale. Sebanyak 220 karyawan Generasi Z dari berbagai sektor di Indonesia menjadi partisipan dengan menilai perilaku atasan langsung serta melaporkan persepsi keamanan psikologis dan perilaku kerja inovatif mereka. Hasil analisis mediasi menggunakan PROCESS Macro versi 4.2 menunjukkan bahwa keamanan psikologis memediasi secara parsial hubungan antara kepemimpinan inklusif dan perilaku kerja inovatif. Temuan ini menegaskan bahwa penciptaan keamanan psikologis dan pengembangan kepemimpinan inklusif merupakan strategi kunci dalam memobilisasi perilaku kerja inovatif karyawan muda di tengah dinamika transformasi organisasi.

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Amid intensifying pressure to stay competitive, organizations’ ability to innovate increasingly depends on the active engagement of their entire workforce, including Generation Z. However, the innovative potential of this generation is often hindered by anxiety and insecurity at work, stemming from early exposure to digital social environments. In this context, psychological safety becomes a key factor that enables them to express ideas and take risks in the innovation process. This study aims to examine the mediating role of psychological safety in the relationship between inclusive leadership and innovative work behavior, in order to understand the mechanisms that drive young employees' innovative contributions. Employing a cross-sectional quantitative survey design, data were collected through an online questionnaire using the Inclusive Leadership Scale, Psychological Safety Scale, and Innovative Work Behavior Scale. A total of 220 Generation Z employees from various sectors in Indonesia participated by assessing their supervisors' leadership behaviors, their own perceptions of psychological safety, and their innovative work behaviors. Mediation analysis using PROCESS Macro version 4.2 revealed that psychological safety partially mediates the relationship between inclusive leadership and innovative work behavior. These findings highlight the importance of fostering psychological safety through inclusive leadership to support innovation among young employees."

"Penelitian ini bertujuan untuk mengetahui pengaruh dari inclusive leadership, dan job crafting terhadap work engagement, sekaligus menguji peran mediasi person-job fit. Data yang digunakan dalam penelitian ini adalah data primer yang dikumpulkan melalui survei secara online dari 376 pegawai Direktorat Jenderal Pajak, Kementerian Keuangan, yang berkantor di provinsi DKI Jakarta. Data tersebut dianalisis secara kuantitatif menggunakan Structural Equation Modeling (SEM) dengan perangkat lunak Lisrel untuk mengetahui hubungan antarvariabel. Dari hasil penelitian ini dibuktikan bahwa pengaruh positif inclusive leadership terhadap work engagement, dan job crafting terhadap work engagement. Selain itu, dibuktikan juga pengaruh positif person-job fit terhadap work engagement, pengaruh positif inclusive leadership terhadap person-job fit, serta pengaruh positif job crafting terhadap person-job fit. Sedangkan dalam analisis peran mediasi, ditemukan bahwa person-job fit memediasi secara parsial hubungan antara inclusive leadership terhadap work engagement. Selain itu, dibuktikan juga person-job fit memediasi secara parsial hubungan antara job crafting terhadap work engagement. Hasil penelitian ini adalah untuk membangun perhatian organisasi terkait penciptaan work engagement guna menghadapi perubahan organisasi terutama terkait pembaruan sistem inti administrasi perpajakan. Namun dalam penelitian ini memiliki keterbatasan berupa responden belum tersebar secara proporsional, sehingga penelitian selanjutnya dapat menambah responden untuk mencapai proporsionalitas data serta melakukan penelitian dengan mix method untuk mendapatkan hasil yang komprehensif.

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This study aims to determine the effect of inclusive leadership and job crafting on work engagement, as well as examine the mediating role of person-job fit. The data used in this study is primary data collected through an online survey of 376 employees of the Directorate General of Taxes, Ministry of Finance, whose offices are in DKI Jakarta province. The data were analyzed quantitatively using Structural Equation Modeling (SEM) with Lisrel software to determine the relationship between variables. From the results of this study it is proven that the positive influence of inclusive leadership on work engagement, and job crafting on work engagement. In addition, it is also proven that the positive effect of person-job fit on work engagement, the positive effect of inclusive leadership on person-job fit, and the positive effect of job crafting on person-job fit. Meanwhile, in the mediation role analysis, it was found that person-job fit partially mediates the relationship between inclusive leadership and work engagement. In addition, it is also proven that person-job fit partially mediates the relationship between job crafting and work engagement. The results of this study are to build organizational attention regarding the creation of work engagement in order to deal with organizational changes, especially related to updating the core tax administration system. However, this study has limitations in the form of respondents not being proportionally dispersed, so that further research can add more respondents to achieve proportionality of the data and conduct research using a mixed method to obtain comprehensive results."

"Laporan Global Innovation Index 2024 dari World Intellectual Property Organization menunjukkan bahwa tingkat inovasi Indonesia tergolong masih minim, yaitu berada di peringkat ke-54 dunia dan termasuk rendah dibandingkan negara-negara Asia lainnya. Sementara itu, karyawan Generasi Z yang akan mendominasi angkatan kerja dikenal mahir teknologi dan memiliki potensi inovatif, tetapi masih memerlukan dukungan untuk mewujudkan perilaku kerja inovatif secara optimal. Oleh karena itu, penelitian ini bertujuan untuk menguji peran mediasi berbagi pengetahuan dalam hubungan antara kepemimpinan inklusif dan perilaku kerja inovatif pada karyawan Generasi Z di Indonesia. Sampel diperoleh melalui teknik convenience sampling dengan menyasar karyawan kelahiran 1997–2012 yang telah bekerja minimal satu tahun dan berada di bawah supervisi atasan langsung selama minimal enam bulan. Alat ukur yang digunakan adalah Inclusive Leadership Scale, Knowledge Sharing Scale, dan Innovative Work Behavior Scale. Analisis mediasi yang dilakukan dengan PROCESS Macro dalam SPSS versi 30 terhadap data 219 partisipan menunjukkan adanya hubungan yang positif dan signifikan antara kepemimpinan inklusif dan perilaku kerja inovatif dengan berbagi pengetahuan berperan sebagai mediator parsial. Dengan demikian, berbagi pengetahuan dapat memperkuat hubungan antara kepemimpinan inklusif dan perilaku inovatif. Guna meningkatkan perilaku kerja inovatif pada karyawan Generasi Z, organisasi disarankan melaksanakan program seperti sharing session dan mentoring untuk membudayakan berbagi pengetahuan serta pelatihan kepemimpinan untuk mendorong kepemimpinan inklusif.

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The Global Innovation Index 2024 report by the World Intellectual Property Organization indicates that Indonesia's innovation level remains relatively low, ranking 54th globally and lagging behind other Asian countries. Meanwhile, Generation Z employees, who are poised to dominate the future workforce, are known for their technological proficiency and innovative potential, yet they still require support to optimally demonstrate innovative work behavior. Therefore, this study aims to examine the mediating role of knowledge sharing in the relationship between inclusive leadership and innovative work behavior among Generation Z employees in Indonesia. A sample was obtained through a convenience sampling technique, targeting employees born between 1997 and 2012 who had been employed for at least one year and supervised directly by a superior for a minimum of six months. The instruments used were the Inclusive Leadership Scale, Knowledge Sharing Scale, and Innovative Work Behavior Scale. Mediation analysis conducted with PROCESS Macro in SPSS version 30 on data from 219 participants revealed a positive and significant relationship between inclusive leadership and innovative work behavior, with knowledge sharing serving as a partial mediator. Thus, knowledge sharing can strengthen the relationship between inclusive leadership and innovative behavior. To enhance innovative work behavior among Generation Z employees, organizations are advised to implement programs such as sharing sessions and mentoring to cultivate a culture of knowledge sharing, alongside leadership training to foster inclusive leadership."

"Di tengah dinamika persaingan global, inovasi menjadi faktor krusial bagi keberlangsungan perusahaan. Namun, generasi Z yang mulai mendominasi dunia kerja dan dikenal memiliki karakteristik pendukung inovasi belum menunjukkan perilaku kerja inovatif yang diharapkan. Penelitian ini bertujuan untuk menguji peran otonomi kerja dalam memediasi hubungan antara kepemimpinan inklusif dan perilaku kerja inovatif pada karyawan generasi Z. Sebanyak 220 karyawan generasi Z dari berbagai perusahaan atau institusi di Indonesia yang telah bekerja minimal satu tahun diperoleh melalui metode convenience sampling. Alat ukur yang digunakan meliputi Innovative Work Behavior Scale, Inclusive Leadership Scale, dan NOVA-WEBA Survey. Analisis regresi mediasi dengan PROCESS Macro SPSS versi 30 menunjukkan bahwa kepemimpinan inklusif berpengaruh positif dan signifikan terhadap perilaku kerja inovatif karyawan generasi Z, dengan otonomi kerja sebagai mediator parsial. Oleh karena itu, perusahaan dapat mendorong perilaku kerja inovatif karyawan generasi Z melalui pemberian ruang bagi karyawan untuk bekerja secara mandiri dan pelatihan kepemimpinan inklusif.

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In the midst of global competition, innovation has become a crucial factor for the sustainability of companies. However, generation Z, which is beginning to dominate the workforce and possesses characteristics that support innovation, has not yet demonstrated the expected innovative work behaviors. This study aims to examine the role of job autonomy in mediating the relationship between inclusive leadership and innovative work behavior among generation Z employees. A total of 220 generation Z employees from various companies or institutions in Indonesia, who have been employed for at least one year, were selected using convenience sampling. The measurement instruments used included Innovative Work Behavior Scale, Inclusive Leadership Scale, and NOVA-WEBA Survey. Mediation regression analysis using PROCESS Macro for SPSS version 30 showed that inclusive leadership has a positive and significant effect on innovative work behavior among generation Z employees, with job autonomy acting as a partial mediator. Therefore, companies can foster innovative work behavior among Generation Z employees by providing greater autonomy in their work and offering inclusive leadership training. "