Employees develop perceptions regarding which behaviors are expected, supported, and rewarded in their organization through a series of workplace events, practices, and procedures; these beliefs comprise a workplace climate (Schneider, Wheeler, & Cox, 1992). An inclusive workplace climate is one in which everyone has a sense of belonging, is invited to participate in decisions, and feels that their input matters (Hayes, Bartle, & Major, 2002; Major, Davis, Sanchez-Hucles, Germano, & Mann, 2006). For an inclusive climate to exist, all organizational members should feel equally welcome in the IT work environment and feel free to make suggestions regardless of their gender or ethnicity. Moreover, all organizational members should feel that their contributions have an impact (Major et al., 2006). Rather than simply tolerating diversity, organizations with an inclusive climate embrace it and capitalize upon it. In an IT sample, inclusive climate was positively associated with job satisfaction, organizational and career commitment, and intentions to remain with one’s employer (Major et al., 2003). In contrast, exclusion is associated with turnover, reduced organizational commitment and decreased job satisfaction (Greenhaus, Parasuraman, & Wormley, 1990). Research has highlighted the role of three contributors to inclusive climate: (1) strong supervisor/subordinate relationships, (2) supportive coworkers, and (3) a supportive culture (Margolis & Fisher, 2003; Major, Davis, Sanchez-Hucles, & Mann, 2003). The current article briefly reviews social factors that have hindered the realization of a gender and minority inclusive IT climate and draws upon these three contributors to identify strategic levers to guide managers and researchers toward fostering inclusion in the IT workforce.
The Role of Inclusive Leadership in Supporting an Inclusive Climate in Diverse Public Sector Teams
