Case Studies in Dialogic Change: Building Inclusive Leadership in the MA-Leadership Program at Royal Roads University (C4)
This workshop explores key principles in dialogic change processes contributing to inclusive leadership, illustrated with RRU MA-Leadership capstone project case studies applying the model. The principles and processes and how these might be applied are the key focus for a modified world cafe involving participants' own experiences and challenges.
What is inclusive leadership in organizational settings? Leadership embodies a profoundly respectful appreciation for and engagement of all organizational stakeholders across diversities (Quinn & Thakor, 2014), making the effective workplace a center of dignity, meaning, and community (Weisbord, 2012). The leader harnesses the hearts and minds of the people in an organization, creating opportunities for innovation by listening deeply, and engaging in dialogue to create shared meanings. Leadership as engagement involves helping people grow and thrive through creating opportunities for meaningful conversations, maintaining an orientation to possibility, and experiencing change and learning as transformational (Harris & Agger-Gupta, 2014). Inclusive leadership strategies include engaging and motivating others through inclusion, respect, inspiration, supporting experimentation, coaching, and mentoring, to build competence (Kouzes & Posner, 2007) , as well as leading with spirit, presence, mindfulness, and authenticity (Etmanski, Fulton, Nasmyth, & Page, 2014). We present theory and case studies on inclusion and the practice of dialogic change. How participants might apply these principles and practices to develop innovative, inclusive organizations, is the topic for a modified world cafe to create reflective dialogue based on personal experiences of inclusion and inclusive leadership in an organizational setting, and creating safe learning spaces for dialogue and inclusion.