2025/01/02 by Namrta Sharma, Meghna Sabharwal · 1 voice
Social Sciences · #Public Policy and Administration Research #Nonprofit Sector and Volunteering
paper · pdf · doi:10.24926/jsepa.v3i1.5865
openalex publication_date 2025/01/02 · openalex created_date 2025/10/10 · openalex updated_date 2026/06/26
As public administration struggles to further the goal of social equity, part of the problem is leaderswho do not know what characteristics can help them act more inclusively. The role of a leader to establish and promote social equity cannot be overemphasized. Leaders can inadvertently play saboteur. As humans, leaders suffer from cognitive limitations that translate into alienating behaviors toward groups of employees, citizens, and other stakeholders. With complex internal battles to fight, what are the antecedents that motivate a leader to emerge as an inclusive leader? This article aims to create a comprehensive conceptual framework for an inclusive leader. We examine these precursors in a broader context of community and society relevant to public administration with the aim to inform research, practice, and teaching in the field.