{"id":1513,"date":"2020-02-25T09:43:01","date_gmt":"2020-02-25T08:43:01","guid":{"rendered":"http:\/\/laboragora.com\/?p=1513"},"modified":"2021-04-30T10:43:28","modified_gmt":"2021-04-30T08:43:28","slug":"leadership-inclusif-le-comprendre-et-lappliquer","status":"publish","type":"post","link":"https:\/\/laboragora.com\/index.php\/2020\/02\/25\/leadership-inclusif-le-comprendre-et-lappliquer\/","title":{"rendered":"Leadership inclusif : le comprendre et l&rsquo;appliquer"},"content":{"rendered":"\n<p>Augmenter la diversit\u00e9 dans une entreprise n\u2019implique pas\nforc\u00e9ment que tous ses membres se sentiront inclus. Pourtant l\u2019inclusion est\nessentielle pour lib\u00e9rer le potentiel positif de la diversit\u00e9<sup>1,2<\/sup>.<\/p>\n\n\n\n<p>Atteindre un bon niveau d\u2019inclusion organisationnelle\ndevient alors particuli\u00e8rement important pour pouvoir b\u00e9n\u00e9ficier de la richesse\napport\u00e9e par la diversit\u00e9.<\/p>\n\n\n\n<p>Les choses se compliquent lorsque l\u2019on sait que la diversit\u00e9\nelle-m\u00eame influence l\u2019inclusion. Les choses se compliquent encore plus lorsque\nl\u2019on sait que cette influence est positive ET n\u00e9gative&nbsp;!<\/p>\n\n\n\n<p>C\u2019est ici que le leadership inclusif intervient. Il aide la\ndiversit\u00e9 \u00e0 favoriser le sentiment d\u2019inclusion. Mais avant de voir comment ce\nleadership agit, int\u00e9ressons-nous \u00e0 l\u2019influence ambigu\u00eb qu\u2019a la diversit\u00e9 sur\nl\u2019inclusion.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Diversit\u00e9, quels effets sur l\u2019inclusion&nbsp;?<\/h2>\n\n\n\n<p>La diversit\u00e9 est complexe. Elle a de multiples effets sur le fonctionnement des \u00e9quipes de travail. Ceux-ci peuvent \u00eatre positifs ou n\u00e9gatifs, comme nous vous le pr\u00e9sentions dans <a href=\"https:\/\/laboragora.com\/index.php\/2019\/10\/23\/diversite-opportunite-ou-difficulte\/\">un pr\u00e9c\u00e9dent article sur LaborAgora<\/a>.<\/p>\n\n\n\n<p>Cette dualit\u00e9 existe aussi pour l\u2019inclusion, sur laquelle la diversit\u00e9 agit positivement ET n\u00e9gativement.<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><strong>Le c\u00f4t\u00e9 positif<\/strong><br>Lorsque la diversit\u00e9 augmente au sein d\u2019une organisation, elle donne \u00e0  voir une image de son corps salarial plus repr\u00e9sentative de la  population. Dit autrement, les minorit\u00e9s sont repr\u00e9sent\u00e9es et visibles  au sein de l\u2019organisation. Ceci augmente le sentiment d\u2019inclusion au  sein de l\u2019organisation<sup>3<\/sup>.<\/li><\/ul>\n\n\n\n<ul class=\"wp-block-list\"><li><strong>Le c\u00f4t\u00e9 n\u00e9gatif<\/strong><br>D\u2019un autre c\u00f4t\u00e9, augmenter la diversit\u00e9 d\u2019une organisation c\u2019est faire  coop\u00e9rer des personnes diff\u00e9rentes. Or, nous avons naturellement  tendance \u00e0 privil\u00e9gier les personnes qui nous ressemblent \u00e0 celles qui  ne nous ressemblent pas<sup>4<\/sup>, <a href=\"https:\/\/laboragora.com\/index.php\/2020\/01\/23\/discriminer-sans-sen-rendre-compte\/\">sans nous en rendre compte<\/a>.  Lorsque la diversit\u00e9 augmente, les possibilit\u00e9s de discrimination sont plus nombreuses, rendant le climat de travail moins inclusif. <\/li><\/ul>\n\n\n\n<p>Ces deux \u00ab&nbsp;c\u00f4t\u00e9s&nbsp;\u00bb de la diversit\u00e9 agissent en parall\u00e8le. L\u2019impact final de la diversit\u00e9 sur le fonctionnement des \u00e9quipes et le climat de travail r\u00e9sulte de l\u2019\u00e9quilibre entre eux, c\u2019est-\u00e0-dire de si le c\u00f4t\u00e9 positif d\u00e9passe le c\u00f4t\u00e9 n\u00e9gatif ou inversement<sup>5<\/sup>. <\/p>\n\n\n\n<p>Le leadership inclusif est un moyen de faire pencher la\nbalance du bon c\u00f4t\u00e9, comme nous allons le voir.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Comment le leadership inclusif am\u00e9liore-t-il l\u2019inclusion&nbsp;?<\/h2>\n\n\n\n<p>Le leadership inclusif cherche \u00e0 la fois \u00e0 favoriser le\nsentiment d\u2019appartenance et \u00e0 valoriser l\u2019unicit\u00e9<sup>6<\/sup>. Autrement dit,\nil permet \u00e0 chaque membre de l\u2019\u00e9quipe de r\u00e9pondre \u00e0 deux besoins\nsociopsychologiques essentiels&nbsp;: appartenir \u00e0 un groupe social et avoir\nune identit\u00e9 propre. C\u2019est la satisfaction de ces deux besoins qui permet le\nsentiment d\u2019inclusion<sup>7<\/sup>.<\/p>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"aligncenter size-full is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/laboragora.com\/wp-content\/uploads\/2020\/02\/Sch\u00e9ma-Leadership-Inclusif-transparent.png\" alt=\"Effet du leadership inclusif et de la diversit\u00e9 sur l'inclusion\" class=\"wp-image-1514\" width=\"432\" height=\"264\" srcset=\"https:\/\/laboragora.com\/wp-content\/uploads\/2020\/02\/Sch\u00e9ma-Leadership-Inclusif-transparent.png 863w, https:\/\/laboragora.com\/wp-content\/uploads\/2020\/02\/Sch\u00e9ma-Leadership-Inclusif-transparent-300x184.png 300w, https:\/\/laboragora.com\/wp-content\/uploads\/2020\/02\/Sch\u00e9ma-Leadership-Inclusif-transparent-768x470.png 768w\" sizes=\"auto, (max-width: 432px) 100vw, 432px\" \/><figcaption>Effet du leadership inclusif et de la diversit\u00e9 sur l&rsquo;inclusion<\/figcaption><\/figure><\/div>\n\n\n\n<p>Une \u00e9tude n\u00e9erlandaise de 2020<sup>8<\/sup> a montr\u00e9 que le leadership inclusif permet bien d\u2019obtenir un climat de travail plus inclusif. L\u2019\u00e9quipe de recherche a observ\u00e9 que ce leadership joue un r\u00f4le mod\u00e9rateur positif sur la relation entre la diversit\u00e9 et l\u2019inclusion.<\/p>\n\n\n\n<p>Autrement dit, il am\u00e9liore l\u2019impact qu\u2019a la diversit\u00e9 sur l\u2019inclusion. Toujours selon les auteur.e.s, le leadership inclusif favoriserait les effets positifs de la diversit\u00e9 sur l\u2019inclusion, tout en limitant ses effets n\u00e9gatifs, comme illustr\u00e9 par le sch\u00e9ma ci-dessus.<\/p>\n\n\n\n<p>Passons \u00e0 la pratique. Comment favoriser un leadership\ninclusif&nbsp;?<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Cinq leviers pour mettre en place un leadership inclusif<\/h2>\n\n\n\n<p>Le leadership inclusif joue sur deux tableaux. Il cherche \u00e0\nfaciliter le sentiment d\u2019appartenance et \u00e0 valoriser l\u2019unicit\u00e9<sup>6<\/sup>,\ndeux besoins sociopsychologiques tr\u00e8s importants<sup>7<\/sup>.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Faciliter l\u2019appartenance<\/h4>\n\n\n\n<p>\u25cf <strong>Soutenir les membres de l\u2019\u00e9quipe<\/strong> en les aidants selon leurs besoins, en prenant soin d\u2019eux, en les acceptant et en les soutenant dans l\u2019expression de leurs id\u00e9es et l\u2019atteinte de leurs objectifs.<\/p>\n\n\n\n<p><em>Par exemple : aider une personne \u00e0 obtenir un ajustement de son temps de travail pour l&rsquo;adapt\u00e9 \u00e0 sa situation de handicap, sa grossesse, &#8230;<\/em><\/p>\n\n\n\n<p>\u25cf <strong>Veiller \u00e0 la justice et \u00e0 l\u2019\u00e9quit\u00e9<\/strong>, en respectant chaque membre de l\u2019\u00e9quipe dans ses sp\u00e9cificit\u00e9s, en reconnaissant les d\u00e9cisions manag\u00e9riales in\u00e9quitables et en agissant en cons\u00e9quence.<\/p>\n\n\n\n<p><em>Par exemple : \u00e9viter d&rsquo;aller boire un verre en bar apr\u00e8s le travail si une personne dans l&rsquo;\u00e9quipe ne boit pas d&rsquo;alcool (l&rsquo;inclusion se joue aussi beaucoup dans le cadre informel).<\/em><\/p>\n\n\n\n<p>\u25cf <strong>Partager la prise de d\u00e9cision<\/strong>, en consultant les membres de l\u2019\u00e9quipe et en partageant le pouvoir.<\/p>\n\n\n\n<p><em>Par exemple : demander leur avis aux membres de l&rsquo;\u00e9quipe (\u00e9ventuellement de mani\u00e8re anonyme ou priv\u00e9e afin d&rsquo;\u00e9viter la pression sociale induite par le reste de l&rsquo;\u00e9quipe).<\/em><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Valoriser l\u2019unicit\u00e9<\/h4>\n\n\n\n<p>\u25cf <strong>Encourager les id\u00e9es divergentes<\/strong>, en sollicitant explicitement des points de vue diff\u00e9rents, en g\u00e9rant les conflits de mani\u00e8re constructive et en favorisant un climat de bienveillance et de confiance.<\/p>\n\n\n\n<p><em>Par exemple : \u00e9tablir une relation positive avec chacun des membres de l&rsquo;\u00e9quipe, d\u00e9samorcer rapidement toute moquerie ou critique n\u00e9gative.<\/em><\/p>\n\n\n\n<p>\u25cf <strong>Encourager la contribution de tou.te.s<\/strong>, en incitant chaque membre de l\u2019\u00e9quipe \u00e0 exprimer ses id\u00e9es et en prenant en compte leurs pr\u00e9f\u00e9rences dans la mani\u00e8re d\u2019\u00e9changer.<\/p>\n\n\n\n<p><em>Par exemple : discuter individuellement avec les membres pour comprendre la mani\u00e8re avec laquelle ils\/elles pr\u00e9f\u00e9reraient partager leurs id\u00e9es, prendre garde \u00e0 ce que tout le monde soit entendu (m\u00eame les plus introvertis par exemple).<\/em><\/p>\n\n\n\n<p>Ces cinq leviers d\u2019action permettent aux managers d\u2019exercer un leadership plus inclusif. Pour y parvenir, il est n\u00e9cessaire de contribuer \u00e0 la fois au sentiment d\u2019appartenance et \u00e0 la valorisation de l\u2019unicit\u00e9. L\u2019un sans l\u2019autre ne permettrait pas d\u2019atteindre un climat r\u00e9ellement inclusif.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Conclusion<\/h2>\n\n\n\n<p>Comme nous l\u2019avons vu, la diversit\u00e9 a un double impact sur\nl\u2019inclusion, \u00e0 la fois positif et n\u00e9gatif. Le leadership inclusif peut\nam\u00e9liorer cet impact, en stimulant son aspect positif et en inhibant son aspect\nn\u00e9gatif.<\/p>\n\n\n\n<p>Pour cela, le leader doit chercher \u00e0 mettre en avant le\nsentiment de communaut\u00e9 au sein de l\u2019\u00e9quipe. Dans le m\u00eame temps, il ou elle\ndoit permettre \u00e0 chacun.e des membres d\u2019\u00eatre reconnu.e dans son unicit\u00e9.<\/p>\n\n\n\n<p>En somme, le leadership inclusif est un pas essentiel vers l\u2019\u00e9tablissement d\u2019un climat de travail r\u00e9ellement inclusif. C\u2019est ce dernier qui permettra \u00e0 la diversit\u00e9 de d\u00e9ployer toute sa richesse pour l\u2019\u00e9quipe.<\/p>\n\n\n\n<h1 class=\"wp-block-heading\">Aller plus loin<\/h1>\n\n\n\n<ul class=\"wp-block-list\"><li><a rel=\"noreferrer noopener\" aria-label=\" (s\u2019ouvre dans un nouvel onglet)\" href=\"https:\/\/laboragora.com\/index.php\/2019\/10\/23\/diversite-opportunite-ou-difficulte\/\" target=\"_blank\">Du m\u00eame auteur. (2019). Diversit\u00e9 : opportunit\u00e9 ou difficult\u00e9 ?<\/a><\/li><li><a href=\"https:\/\/laboragora.com\/index.php\/2019\/05\/23\/gen-x-millennials-un-mythe-dangereux\/\">D<\/a><a rel=\"noreferrer noopener\" aria-label=\"u m\u00eame auteur. (2020). Discriminer sans s'en rendre compte (s\u2019ouvre dans un nouvel onglet)\" href=\"https:\/\/laboragora.com\/index.php\/2020\/01\/23\/discriminer-sans-sen-rendre-compte\/\" target=\"_blank\">u m\u00eame auteur. (2020). Discriminer sans s&rsquo;en rendre compte<\/a><\/li><li><a rel=\"noreferrer noopener\" aria-label=\"Randel, A. E., Galvin, B. M., Shore, L. M., Holcombe Ehrhart, K., Chung,  B. G., Dean, M. A., &amp; Kedharnath, U. (2018). Inclusive leadership:  Realizing positive outcomes through belongingness and being valued for  uniqueness \u2606. Human Resource Management Review, 28(2), 190\u2013203 (s\u2019ouvre dans un nouvel onglet)\" href=\"https:\/\/www.sciencedirect.com\/science\/article\/abs\/pii\/S1053482217300517?via%3Dihub\" target=\"_blank\">Randel, A. E., Galvin, B. M., Shore, L. M., Holcombe Ehrhart, K., Chung,  B. G., Dean, M. A., &amp; Kedharnath, U. (2018). Inclusive leadership:  Realizing positive outcomes through belongingness and being valued for  uniqueness \u2606. <em>Human Resource Management Review<\/em>, <em>28<\/em>(2), 190\u2013203<\/a>.<\/li><\/ul>\n\n\n\n<h1 class=\"wp-block-heading\">R\u00e9f\u00e9rences<\/h1>\n\n\n\n<ol class=\"wp-block-list\"><li>Sabharwal, M. (2014). Is diversity management sufficient? Organizational inclusion to further performance. <em>Public Personnel Management<\/em>, <em>43<\/em>(2), 197\u2013217. <a href=\"https:\/\/doi.org\/10.1177\/0091026014522202\">https:\/\/doi.org\/10.1177\/0091026014522202<\/a><\/li><li>Shore, L. M., Cleveland, J. N., &amp; Sanchez, D. (2018). Inclusive workplaces: A review and model. Human Resource Management Review, 28(2), 176\u2013189.<\/li><li>Andrews, R., &amp; Ashworth, R. (2015). Representation and inclusion in public organizations: Evidence from the U.K. civil service. <em>Public Administration Review<\/em>, <em>75<\/em>(2), 279\u2013288. <a href=\"https:\/\/doi.org\/10.1111\/puar.12308\">https:\/\/doi.org\/10.1111\/puar.12308<\/a><\/li><li>Hogg, M. A., Abrams, D., &amp; Brewer, M. B. (2017). Social identity: The role of self in group processes and intergroup relations. Group Processes &amp; Intergroup Relations, 20, 570\u2013581. <a href=\"http:\/\/doi.org\/10.1177\/1368430217690909\">http:\/\/doi.org\/10.1177\/1368430217690909<\/a><\/li><li>van Knippenberg, D., &amp; van Ginkel, W. P. (2010). The Categorization-Elaboration Model ofWork Group Diversity. Wielding the Double-Edged Sword. In R. J. Crisp (Ed.), <em>The Psychology of Social and Cultural Diversity<\/em> (First edit, pp. 257\u2013280). Wiley-Blackwell. <a href=\"https:\/\/doi.org\/10.1002\/9781444325447\">https:\/\/doi.org\/10.1002\/9781444325447<\/a><\/li><li>Randel, A. E., Galvin, B. M., Shore, L. M., Holcombe Ehrhart, K., Chung, B. G., Dean, M. A., &amp; Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness \u2606. <em>Human Resource Management Review<\/em>, <em>28<\/em>(2), 190\u2013203. <a href=\"https:\/\/doi.org\/10.1016\/j.hrmr.2017.07.002\">https:\/\/doi.org\/10.1016\/j.hrmr.2017.07.002<\/a><\/li><li>Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., &amp; Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. <em>Journal of Management<\/em>, <em>37<\/em>(4), 1262-1289. https:\/\/doi.org\/10.1177\/0149206310385943<\/li><li>Ashikali, T., Groeneveld, S., &amp; Kuipers, B. (2020). The Role of Inclusive Leadership in Supporting an Inclusive Climate in Diverse Public Sector Teams. <em>Review of Public Personnel Administration<\/em>, 1\u201323. <a href=\"https:\/\/doi.org\/10.1177%2F0734371X19899722\">https:\/\/doi.org\/10.1177\/0734371X19899722<\/a><\/li><\/ol>\n\n\n\n<p class=\"has-text-align-center\"><strong>image de couverture : <a href=\"https:\/\/www.pexels.com\/@fauxels\">fauxels<\/a><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Une plus grande diversit\u00e9 ne cr\u00e9e pas forc\u00e9ment un climat de travail favorable \u00e0 l&rsquo;inclusion.<br \/>\nMais un leadership inclusif \u00e7a aide !<\/p>\n","protected":false},"author":2,"featured_media":1516,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[4],"tags":[30,37,130,52,53],"class_list":["post-1513","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-performance-collective","tag-diversite","tag-equipe","tag-inclusion","tag-leader","tag-leadership"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v25.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Leadership inclusif : le comprendre et l&#039;appliquer - LaborAgora<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/laboragora.com\/index.php\/2020\/02\/25\/leadership-inclusif-le-comprendre-et-lappliquer\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Leadership inclusif : le comprendre et l&#039;appliquer - LaborAgora\" \/>\n<meta property=\"og:description\" content=\"Une plus grande diversit\u00e9 ne cr\u00e9e pas forc\u00e9ment un climat de travail favorable \u00e0 l&#039;inclusion. 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