ABSTRACT
Creating an inclusive workplace is not simply an idealistic goal; it can be the crux of smart organizations. Yet inherent challenges exist when organizational leaders fail to account for contradictions that are center to experiences of inclusion. Cultivating a “both/and” approach is required, whereby seemingly opposite forces can exist in the same space—and the resultant discomfort is a catalyst for growth rather than a point of conflict. But how exactly can leaders and organizations foster workplaces that accommodate the duality of a “both/and” approach to inclusive leadership? In this chapter we review the evolution of Catalyst’s research and the implications for practice, which, taken together, get at the very heart of the challenges and opportunities for embracing a “both/and” style of inclusive leadership.
