Leading inclusively: Harnessing personality for organisational success

“By placing effective and inclusive leaders in key positions, organisations can truly begin to foster a culture shift toward a more inclusive environment for all employees.” – Zsolt Feher, Vice-President of Business Development, Hogan Assessments.

For organisations to successfully create a more inclusive environment for all employees, having inclusive leaders will go a long way to achieving that lofty goal. Yet, many organisations are struggling to bridge the inclusivity gap because they are failing to nurture the inclusive leaders they need.

In this exclusive interview with HRM Asia, Zsolt Feher, Vice-President of Business Development, Hogan Assessments, identifies the key characteristics of inclusive leaders and what organisations can do to further develop inclusive leadership.

What do you think are the main causes of the inclusivity gap in the workplace today – is it due to employee resistance or have organisations not done enough to raise understanding and awareness?

Zsolt Feher: Creating an environment where everyone feels welcome, respected and supported, regardless of their differences, is a challenging goal that organisations should strive to achieve.

Over the past decade, the issue has become increasingly important. Companies are coming up with various policies, rules, and training activities, but these still do not seem to be enough, and leaders still feel they lack the tools to move the agenda forward.

Although many organisations are significantly increasing their efforts to raise understanding and awareness of inclusive behaviours, there is still a noticeable lack of investment in ensuring that people promoted into leadership positions embody the key personality traits of inclusive leaders.

While critical behaviours – such as discouraging discrimination, demonstrating sensitivity, and considering the needs of others – can be developed, our research shows that certain personality traits can predict these inclusive leadership behaviours. 

By placing effective and inclusive leaders in key positions, organisations can truly begin to foster a culture shift toward a more inclusive environment for all employees. While we do not expect this shift to happen overnight, and leaders must commit to supporting a culture shift toward inclusivity over the long term, this would be a first step in the right direction toward closing the inclusivity gap.

If this is an important element in creating an inclusive environment, what are the key characteristics of inclusive leaders today?

Zsolt Feher: Based on Hogan’s research, we find three key “bright side” personality characteristics of inclusive leaders. Bright side traits are how we describe the strengths and weaknesses of leaders on a day-to-day basis. First, inclusive leaders demonstrate resilience under stress, maintaining optimism in challenging situations and remaining calm and even-tempered under pressure. Second, they are diplomatic, warm, and friendly, fostering a welcoming environment and speaking thoughtfully and tactfully. Finally, inclusive leaders are dependable, organised, and conscientious, consistently acting as good organisational citizens.

What is most interesting about our findings is that inclusive leaders seem to remain consistent even under pressure. They remain resilient, optimistic, tolerant, humble, and fair, even when faced with obstacles or increased stress. This consistency is especially important when it comes to creating a psychologically safe environment, which is key to making employees feel included in the workplace.

How can organisations identify potential inclusive leadership in their ranks and help develop their inclusive leadership capabilities?

Zsolt Feher: Hogan’s science of personality can validly and reliably predict inclusive leadership behaviours. By leveraging our three main assessments – the “bright side” (everyday strengths), the “dark side” (overused strengths), and the “inside” of personality (goals and drivers) – organisations can identify and promote high-potential inclusive leaders.

For current leaders, our assessments provide a holistic view of their reputation, enabling them to develop strategic self-awareness. This awareness helps leaders understand their strengths in inclusive leadership behaviours and identify their areas for improvement, for the purpose of fostering a more inclusive environment within their teams and organisations.

What else can organizations do to foster an inclusive culture, given the myriad ways different employees interpret inclusivity?

Zsolt Feher: By incorporating personality assessments into both selection and development processes, organisations can promote fairness, equity, and inclusion-whether hiring a new employee or promoting an internal candidate to a leadership role. That is because personality assessments are an unbiased, fair, and equitable way to address an organisation’s selection and development needs. The personality characteristics associated with inclusive leadership can be found in everyone, regardless of gender, age, race, or ethnicity. By using these assessments, organisations can significantly enhance their DEI efforts.

READ: Transformative leadership: Be the inspiring leader your team wants

Organisations can implement various recruitment strategies that promote diversity and ensure equitable representation in their candidate pools. For example, partnering with leading diversity-focused institutions and associations can help reach a broader pool of candidates with unique perspectives and experiences. In addition, creating job descriptions that appeal to a diverse audience by using gender-neutral language and eliminating biased terminology can have a significant impact. Finally, leveraging employee referrals is another powerful strategy for increasing diversity and inclusivity in leadership. This approach not only expands the candidate pool, but also fosters a sense of belonging and shared responsibility among employees.

To understand how to gain deeper insights into your team’s needs and aspirations by leveraging personality insights, join Zsolt at CHRO Singapore 2024. He will be joined by Tan Wee Ping, Managing Director, Consulting and Client Services, Asia and Managing Director, Singapore, Optimal Consulting Group, as they also take a deep dive into the tools that can help organisations foster a more inclusive and effective organisational culture.