Posted: March 12th, 2023

Signature Assignment: Strategic Planning for Inclusive Leadership Excellence

see atachment. and touch up my version.

OLCU 650: Introduction to Diversity, Equity, and Inclusion for Leaders

Signature Assignment: Strategic Planning for Inclusive Leadership Excellence

Total Points: 25

0

Overview
This Signature Assignment (SA) fulfills the School of Business and Professional Studies Program Learning Outcome 3:
Globalization and Diversity: “evaluates leadership strategies that promote organizational diversity and multicultural inclusion on a
global scale.”

Be sure to review all rubric criteria prior to submitting your assignment.

Directions
1. Write your strategic plan for inclusive leadership.

Purpose
The purpose of this assignment is for the student to develop a professional and personal plan to cultivate and develop a global workplace
diversity, equity, and inclusion plan. It is well researched and broadly known that diverse teams and organizations are more innovative, creative,
and productive in the workplace than those who are not. Strategic leading for inclusion focuses on creating a positive climate in which people
listen to each other’s perspectives, understand and respect cultural differences, and work to accomplish organizational goals, which may be one
of the most important aspects of leadership in a rapidly changing environment. For this assignment, students will create a strategic inclusive
leadership plan to create a work and learning environment where people can feel safe to be authentic and to bring their ‘best self’ into the
workplace by modeling appropriate behaviors to reinforce organizational commitment and priority of DE& I.

Read the assignment in its entirety prior to beginning the assignment.

Step 1:
Reflect back over all the course assignments, resources, readings, videos and discussions where you learned to assess, cultivate, create and
maintain cultures of inclusion and diversity. Choose an organization to create a DEI Strategic Plan for. It could be an organization you are familiar
with, or one that you work for, or one that you would like to work for someday. In this final assignment, you will draw on everything that you
learned in this course to create a plan to create a workplace culture that values and cultivates inclusion and diversity, that can be scaled to global
workforces.

Step 2:
After completing the reading, review the questions below and provide comprehensive responses in your paper:

● Goals and Vision:
○ Definition of Diversity, Inclusion, and Equity. Include a graphic if you would like.
○ DEI Vision Statement: Identify the commitment to diversity, equity, and inclusion.
○ Be sure to include what the elements of a desired workplace culture would be like.

● Factors to Drive Inclusive Excellence (3 recommendations):
○ Three Recommendations to Drive Inclusive Excellence. Identify and describe four methods to drive and inspire diversity,

authenticity, and inclusion in the workplace culture.
○ Evaluation: How will you measure progress? How will you adjust if need be?

● Inclusive Leadership on a Global Scale:
○ Traits of an Inclusive Leader: What are the unique and special qualities of a leader who encourages, fosters, and creates a culture

of inclusion?
○ What strategies are unique to engaging a global workforce for inclusion and diversity? What strategies could be leveraged to

facilitate inclusion and diversity?
○ How would a leader impact a global workforce, informed by theories of leadership, communication, and planning that would

create a positive global culture?
○ What potential obstacles exist?

● Self-Reflection:
○ What have you learned about your own bias and blindspots or barriers to inclusion? What actions will you take with the intent to

increase exposure, visibility, and/or acknowledgment of others’ strengths? How will you create space for other cultures,
uniqueness to be celebrated/acknowledged? Assess the gap between where you are and where you want to be.

○ In what ways do you think or have you suppressed yourself in the workplace or a student organization or a classroom because

you did not feel safe, accepted, valued or listened to. If this has never occurred, why do you think you have never experienced

this.

Step 3:
Your paper should be structured as follows:

● Title page (not included in the page count)
● Introduction: Within your introduction, you should address and identify the specific features of a strategic inclusive leadership plan.
● Analysis: Include all the criteria and answer all of the questions listed in Step 2. As you answer the questions, apply critical thinking skills,

while incorporating at least three additional scholarly sources (such as readings from the course and specific chapters from the text).

○ 3 Recommendations
○ Inclusive Leadership on a Global Scale

● Conclusion: Evaluate and synthesize information to draw valid conclusions supported by findings in the readings for all five questions.
● References (not included in the page count): Include the course textbook and at least three additional scholarly sources

Format

The final deliverable will be a 7-8 page (maximum) consistently double-spaced paper presented in MS Word document format. Proper APA (7th

edition) standards formatting is required, including in-text citations and references. Submit your paper to Turnitin for the similarity index
assessment and to LiveText for grading. Both functions are available via the Assignments tab in BlackBoard. The paper is due Thursday of Week
8.

Section 2: Rubric

Criteria Exemplary Proficient Developing Emerging Not Complete

Introduction 30

Clearly describes
the importance,
value and impact
of a workplace
diversity and
inclusion plan.
Clearly
introduces the
framework of the
paper, through

26

Describes the
importance, value
and impact of a
workplace
diversity and
inclusion plan.
Clearly
introduces the
framework of the
paper, through

24

Somewhat
describes the
importance, value
and impact of a
workplace
diversity and
inclusion plan.
Clearly introduces
the framework of
the paper, through

20

Limited and/or
confusing
description of
workplace culture
and diversity.

0

No introduction
was included for
this paper.

the Thesis
statement.

the Thesis
statement.

the Thesis
statement.

Factors that
Drive Inclusive
Excellence (3
Recommendati
ons)

50

Consistently
employs critical
analysis when
outlining each
recommendation
(3). Provides
substantive
responses to all
questions and
criteria included
and provided
evaluation
methods/ criteria.

45

Employs critical
analysis when
outlining each
recommendation
(3). Provides
substantive
responses to all
questions and
criteria included
and provided
evaluation
methods/ criteria.

39

Somewhat
employs critical
analysis when
outlining each
recommendation
(3). Provides
substantive
responses to all
questions and
criteria included as
well as evaluation
criteria/methods.

34

Limited use of
critical analysis.
Responds to some
of the questions
with sparse
information.

0

No critical
analysis skills

were displayed
in this paper. Did
not respond to
any of the
questions.

Inclusive 50 45 39 34 0
Leadership on
a Global Scale Clearly describes

leadership
methods,
practices and
behaviors that
create and
sustain a diverse
and inclusive
culture on a
global scale.

Describes
leadership
methods,
practices and
behaviors that
create and
sustain a diverse
and inclusive
culture on a
global scale.

Somewhat
describes
leadership
methods,
practices and
behaviors that
create and sustain
a diverse and
inclusive culture
on a global scale.

Limited or
confusing
explanation of
leadership
methods,
behaviors, or
practices that
create and sustain
a diverse culture
on a global scale.

No ideas,
methods or best
practices
shared. Did not
respond to any
of the questions.

Self-Reflection 40

Clearly describes
critical evaluation

35

Describes critical
evaluation

31
Somewhat
describes critical
evaluation

27
Limited or
confusing or
unclear application

0

No
self-reflections

(questioning,
examining more
closely) of
personal
assumptions,
habits,
or values as it
relates to leading
and promoting a
workplace
culture of
inclusion and
diversity.

(questioning,
examining more
closely) of
personal
assumptions,
habits,
or values as it
relates to leading
and promoting a
workplace culture
of inclusion and
diversity.

(questioning,
examining more
closely) of
personal
assumptions,
habits,
or values as it
relates to leading
and promoting a
workplace culture
of inclusion and
diversity.

or internalization of
how
personal
assumptions,
habits,
or values as it
relates to leading
and promoting a
workplace culture
of inclusion and
diversity.

were displayed
in this paper. Did
not respond to
any of the
questions.

Conclusion 40 35 31 27 0

Effectively
evaluates and
synthesizes
information to
draw valid
conclusions
supported by
findings in the
readings for all
five questions.

Evaluates and
synthesizes to
draw conclusions
supported by
findings in the
readings for five
questions.

Somewhat
evaluates and
synthesizes the
information.
Conclusions may
be general and/or
have only some
support in the
findings for a few
of the selected
questions.

Limited if any
evaluation and
synthesis of the
information.
Limited, if any,
conclusions are
drawn based on
the readings.

No conclusions
were included
for the paper.

Writing and 40 35 31 27 0
APA

The paper is
well-organized,
easy to read,
logical, and
well-written;
spelling,

The paper is easy
to read, logical,
and well-written
but with minor
errors in spelling,
grammar, and/or

The paper is
somewhat logical
but has errors in
spelling, grammar,
and/or
punctuation. The

The paper is hard
to read, lacks
clarity, and maybe
confusing with
numerous errors in
APA, spelling,

There was no
paper submitted.

grammar, and
punctuation are
accurate. APA
formatting and
structure are
followed
appropriately.
The paper is at
least 7-8 pages
of relevant
content, double
spaced.

punctuation. APA
formatting is
followed. The
paper is at least
7-8 pages of
content, double
spaced.

paper has some
APA formatting
inconsistencies.
The paper is
shorter than the
required page
count of content.

grammar, and/or
punctuation. The
paper is
significantly shorter
than the required
page count of
content.

Title: Developing a Strategic Inclusive Leadership Plan for XYZ Organization

Introduction

Diversity, equity, and inclusion (DEI) are critical components of modern workplace culture. Organizations that cultivate and maintain a culture of inclusion and diversity have been found to be more innovative, creative, and productive. This paper presents a strategic inclusive leadership plan for XYZ organization to promote a culture of inclusion and diversity. The plan will be developed based on a critical analysis of various factors driving inclusive excellence and the unique qualities of an inclusive leader. The plan will be designed to create a safe work and learning environment where employees can be authentic and bring their best selves into the workplace.

Analysis

Goals and Vision

Diversity refers to the range of differences among people, including but not limited to race, ethnicity, gender, age, religion, disability, and sexual orientation. Inclusion is about creating an environment that values and respects individual differences, and equity is the process of creating a level playing field where everyone has access to the same opportunities.

The DEI vision statement for XYZ organization is to foster a culture of inclusion and diversity that values and respects individual differences. The desired workplace culture is one where employees feel safe, supported, and valued, regardless of their backgrounds, and where they can thrive both personally and professionally.

Factors to Drive Inclusive Excellence

To drive and inspire diversity, authenticity, and inclusion in the workplace culture, the following four methods will be employed:

Awareness and education: The organization will provide training and education to all employees to increase awareness and understanding of the importance of diversity, equity, and inclusion in the workplace.

Recruitment and retention: The organization will adopt a diverse recruitment strategy to attract candidates from diverse backgrounds. The organization will also ensure that its retention policies and practices are inclusive and equitable.

Inclusive leadership: The organization will develop and promote inclusive leadership practices that foster a culture of inclusion and diversity.

Employee engagement: The organization will promote employee engagement by encouraging employees to share their ideas, opinions, and perspectives, and by providing opportunities for employees to participate in decision-making processes.

Evaluation

To measure progress, the organization will conduct regular DEI audits to assess the effectiveness of its policies and practices. The organization will also gather feedback from employees through surveys and focus groups to identify areas for improvement. If necessary, the organization will adjust its policies and practices to ensure that they align with its DEI goals and objectives.

Inclusive Leadership on a Global Scale

An inclusive leader is one who encourages, fosters, and creates a culture of inclusion. Inclusive leaders possess the following unique and special qualities:

Empathy: Inclusive leaders have a deep understanding and appreciation of the experiences and perspectives of others.

Flexibility: Inclusive leaders are flexible and adaptable to change, and they are open to new ideas and perspectives.

Courage: Inclusive leaders are courageous and willing to speak up and take action when necessary to promote inclusion and diversity.

To engage a global workforce for inclusion and diversity, the organization will leverage the following strategies:

Cross-cultural training: The organization will provide cross-cultural training to all employees to increase their awareness and understanding of different cultures and backgrounds.

Inclusive communication: The organization will adopt inclusive communication practices that take into account cultural differences and language barriers.

Diversity and inclusion councils: The organization will establish diversity and inclusion councils in all of its global offices to promote and drive DEI initiatives.

Potential obstacles to inclusive leadership on a global scale include language barriers, cultural differences, and resistance to change. To overcome these obstacles, the organization will adopt a collaborative approach that involves employees from all levels of the organization

In terms of the factors to drive inclusive excellence, four methods could be leveraged to inspire diversity, authenticity, and inclusion in the workplace culture. Firstly, organizations should develop a formal diversity and inclusion strategy that outlines specific goals, actions, and metrics. This strategy should be communicated throughout the organization and should include accountability for progress. Secondly, organizations should provide regular training and education to employees to raise awareness about diversity and inclusion, and to develop skills and behaviors to promote inclusion. Thirdly, organizations should create employee resource groups (ERGs) that bring together employees with shared backgrounds, interests, or experiences to provide support, build community, and influence the organization’s culture. Lastly, organizations should review their recruitment and retention practices to ensure they are equitable and promote diversity.

To measure progress, organizations could use a variety of methods, including surveys to gather feedback from employees on their experiences, engagement, and perceptions of the organization’s diversity and inclusion efforts. They could also review demographic data on employee representation at different levels of the organization and in different roles. If adjustments are needed, organizations could review their strategies and actions and make changes as necessary to improve their diversity and inclusion efforts.

In terms of inclusive leadership on a global scale, leaders who encourage, foster, and create a culture of inclusion should possess unique and special qualities. Firstly, they should have a deep understanding and appreciation of different cultures and be able to adapt their leadership style to different cultural contexts. Secondly, they should be able to communicate effectively across cultural boundaries and languages, using inclusive language and active listening to ensure that all voices are heard. Thirdly, they should be committed to developing and promoting diverse talent, creating opportunities for employees from all backgrounds to advance and succeed.

To engage a global workforce for inclusion and diversity, leaders could leverage a range of strategies. Firstly, they could ensure that diversity and inclusion are part of the organization’s mission, vision, and values, and that they are communicated consistently throughout the organization. Secondly, they could create opportunities for employees to share their cultural experiences and perspectives, such as through ERGs, cross-functional teams, or mentorship programs. Thirdly, they could provide regular training and education to employees to develop cultural competencies and promote inclusive behaviors. Finally, they could ensure that policies and practices are culturally sensitive and equitable, such as by providing flexible work arrangements, language support, or accommodations for religious practices.

In terms of potential obstacles, leaders may face challenges in engaging a global workforce for inclusion and diversity. These may include language and communication barriers, cultural differences, and resistance to change. To overcome these obstacles, leaders should be flexible and adaptable, willing to learn and grow, and should seek feedback and input from employees from all backgrounds.

In terms of self-reflection, I have learned that I have biases and blind spots that I need to be aware of and work to overcome. I also recognize that I have a responsibility to create a safe and inclusive space for others to share their experiences and perspectives. To increase exposure, visibility, and acknowledgment of others’ strengths, I plan to seek out opportunities to learn from and engage with individuals from diverse backgrounds, such as by participating in ERGs or attending cultural events. I also plan to work on developing my cultural competencies, such as by taking language classes or reading books about different cultures.

I have never suppressed myself in the workplace or a student organization or classroom because I did not feel safe, accepted, valued, or listened to. I believe this is because I have always worked to be respectful and inclusive of others and have actively sought out opportunities to learn and grow from individuals from diverse backgrounds. Jones (2020) argues that inclusive leaders “model behaviors that promote a sense of belonging and psychological safety” (p. 50). However, I recognize that not everyone may feel the same way, and as a leader, I have a responsibility to create a culture where all individuals feel safe and valued.

To evaluate and synthesize the information gathered from the previous sections, it is evident that creating and implementing a strategic inclusive leadership plan is crucial for organizations to thrive in today’s global and diverse workforce. A DEI vision statement, along with a well-defined workplace culture, can provide clarity and direction for the organization’s goals and aspirations. Furthermore, three recommendations to drive inclusive excellence can provide a framework for promoting diversity, authenticity, and inclusion in the workplace culture. Measuring progress and adjusting if necessary can help ensure the organization remains on track towards achieving its goals.

Inclusive leadership is crucial for creating a positive work culture that values and cultivates diversity and inclusion. A leader who encourages, fosters, and creates a culture of inclusion should possess unique and special qualities. Strategies to engage a global workforce can be leveraged to facilitate inclusion and diversity. A leader can impact a global workforce, informed by theories of leadership, communication, and planning that would create a positive global culture.

Self-reflection is important to recognize one’s own bias and blind spots, and barriers to inclusion. The actions taken to increase exposure, visibility, and acknowledgment of others’ strengths can help create a more inclusive workplace. Recognizing the gap between where one is and where they want to be is important to set realistic goals and make progress towards becoming a more inclusive leader.

In conclusion, a strategic inclusive leadership plan is essential for organizations to thrive in today’s global and diverse workforce. This plan should include a DEI vision statement, a well-defined workplace culture, recommendations to drive inclusive excellence, and strategies to engage a global workforce. Inclusive leadership is crucial for creating a positive work culture that values and cultivates diversity and inclusion. Self-reflection is important to recognize one’s own biases and barriers to inclusion and take actions to become a more inclusive leader.