AY2019 Center for Inclusive Leadership（CIL）
Research Project Grant Progress Report
研究代表者
Research
Representative
研究課題名
Research Title

研究メンバー
Research GroupMembers

所属・職位
Affiliation/Position

氏名Associate Dean

Name

Pardo, Phillip

The Development of Inclusive Leadership Potential in Oita Prefecture
氏名

所属

職位

Name

Affiliation

Position

COOPER Malcolm

APS

Professor

CLASTER William

APM

Professor

MIERMANOV Serik

APS

Professor

BENNETT Leigh

ITLA, Australia

CEOROUAULT Frank

Practical Learning, ParisCEOYADAV Chaitraj

GSM

Research Assistant2020 年度 研究経過（研究経過・到達点を明確にご記入ください。800～1,000 字）AY2020 Research Progress (Please state clearly the research progress, results, approx. 400 words.)

We revised our original research plan in order to compensate for the obstacles posed by CoVID-19 Pandemic.
Our initial goal was to discover and test the elements of an inclusive model of healthcare hospitality leadershipfor the development of Oita Prefecture. We could still achieve our larger goal of understanding the benefits ofinclusivity and diversity in developing social and business capital. We held interviews with local medical and agedcare providers such as Dr. Zaizen (Tsurumi Hospital) and Dr. Takaji (Shiraume/Aoyama Aged Care Group)
In 2020, we continued researching the current Inclusive leadership Programs and undertook a content analysis of
the Literature on inclusivity and resilience. Following is the brief summary of activities planned and activities we
actually undertook:
1.

Hold further Workshops with key local stakeholders: CoVID-19 Pandemic hampered our workshops

scheduled with Local stakeholders. Instead, we discussed with Students, Professors, Alumni during various

presentations of the models proposed. These took place in France, Australia and Japan via Zoom Meetings.
2.

Follow-up interviews of a sample of key local businesses in the medical and tourism industries: Numberof interviews scheduled were reduced (CoVID-19 Pandemic) but because of that we could hold a more in-depth assessment. We conducted surveys to assess the need for Inclusiveness in various cultures and nations
3.

as well as the effectiveness of training with emphasis on Leadership and Resilience.

Create an inclusive leadership program for the medical and tourism and hospitality industry for Oita
Prefecture based on the existing academic and business offerings identified in our FY2019 activities: ThisLeadership Research study was formulated in cooperation with Dr. Rouault and Mr. Leigh Bennett. The
program slides will be submitted in the Appendix of Research Paper which is due by 30 April 2021.
Unfortunately, the Leadership Program developed could only be tested partially due to restrictions imposedby CoVID-19 Pandemic on our Alumni and Professors. Further, due to constraints imposed by internal rules
on foreign remittance, the translated Japanese version of this Leadership Program could not be made4.

available.

Disseminate our findings through Conference Presentations and the submission of journal articles:

Various members attended or were accepted to conferences in 2019 and 2020. Following are the brief

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highlights:•Dr Cooper, Mr. Bennett and RA YADAV Chaitraj attended Asia Pacific Conference 2020 in CILSpecial Session.

•Mr. Bennett was invited to share some of the insightful findings in an Australian podcast titled‘Insight Into Impact’ (https://tinyurl.com/bennettspotify2020)•Dr. Rouault held webinars in France via Zoom highlighting the importance of Diversity, Equity,Inclusion and Resilience between January and March 2020.

•Part of the research findings were submitted to ‘Nordic Academy of Management 2021 Conference’for dissemination. (https://journals.oru.se/NFF2021/about)5.

Report to CIL: We had submitted the ‘Progress Report for AY2019.’ This document shall serve ‘Progress
Report for the AY2020’. In addition, we will also be submitting a Research Paper by 30 April 2021 which shallhave literature review, methodology, and detailed findings of the overall research we conducted.
2020 年度中の研究発表（予定を含めてご記入ください）
Publication of Research in AY2020 (journal articles, conferences, etc.) (Please include future plans as well)
発表方法

詳細

Publication

Details

Methods
著書・論文名等Title of Books or Articles
著書・論文等

L’engagement Professionnel

刊行年月日

Name of Publisher /Date of

Name and Volume of Journal

Publication

Written French | Published by July 2020
Afnor Publications

Books orArticles

出版社／掲載誌・巻号等

Professional Engagement

English Translation Complete | Late 2021
Publishing in process

Confusedly Clear? Or Clearly Confused? Forbes(https://tinyurl.com/confMarch 2021

usionforbes)
タイトル
Title

学会等

学会名

発表年月日

Name of an Academic

Date ofConference

Presentation

Presentation at

Inclusive Leadership Program for the Asia Pacific Conference 2020

an Academic

Healthcare and Tourism Industry in Oita

Conference

PrefectureConfusion in Management Leadership

Nordic Academy of Management

November 2020

August 2021

2021 Conference
その他
OthersWorkshop Materials

ITLA, CIL and Practical Learning 2021

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APPENDIXINSIGHTS FROM REGIONAL RESILIENCE SURVEY CARRIED OUT IN
AUGUST 2020

OUTLINEWe report on our meaningful insights from the Regional Resilience Assessment Survey carried out
as part of our Inclusive Leadership Program for the Healthcare Industry in Oita Prefecture CIL
Grant.
The survey covered the following factors viz. Social Capital, Community Competence,
Economic Development, and Information and Communication. Our research looks into theeffects of Financial Security, Individualism vs Social Focus, Masculinity and Community Support
on building Resilience and Inclusiveness.
This work was carried out between August 2019 and August 2020 and to date has produced acomparative resilience condition and needs dataset covering the east coast of Australia and Oita. We
present these data for discussion.
We also report on progress in developing our Leadership model and its practical training
component (our tools for inclusive, self-aware leaders who can relate to a diversity of people andperspectives, are open and flexible, and focus on personal, team, culture and organizationalgrowth).

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INSIGHTS

1. Without Economic Development, a community cannot be resilient. Financial Security
is of utmost importance.

We compared Economic Development vis-à-vis Information and Communication,
Community Competence and Social Capital. The former represented by a colour
grade of red and blue whereas the latter on a scale of 0 to 5; 0 being not so good and5 being great.
It can be concluded that higher the Economic Development is highly important inorder to have free lines of communication and to circulate authentic news in times ofdisaster. A community can be as much resilient as much financial security it enjoys.
Furthermore, if economic development is achieved then the community tends to makepositive contribution to the society.

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2. Societal focus Individualism has zero to no effect on Community Resilience andRecovery.

3. High masculinity only slightly results into over-estimation of how prepared we are as
a community.

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4. When communities support local businesses in times of disaster, community as awhole becomes more resilient and inclusive.

NOTES:•

Roughly 200 APU students willingly participated in this survey.

•The survey was conducted on 8th August 2020 for all students.

•Majority students were from China, Indonesia, Japan, India, Vietnam and SouthKorea.

•Countries with less than 4 respondents have been excluded from the following
analysis in order to avoid skewing the results.

•Likert Scale method was used to ask questions to the students. In the context of anyand all questions a scale of 0 to 5 was used, 0 being least and 5 being the highest.

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Inclusive Leadership Program for the Healthcareand Tourism Industry in Oita Prefecture
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12

Background

Methodology

34

ResearchFindings
Page 8 of 24

Insights for
Leadership

Table ofContents2Introduction

Background•

Development of Oita Prefecture•

APU’s contribution to Inclusive
Leadership•

Leadership Model and Practical
Training

Page 9 of 24

3

Introduction
4

Page 10 of 24

Conceptualization
5

Personal
Resilience

Organizational
Resilience

Community
Resilience
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Background

Healthcare andTourism

Page 12 of 246•

Over one million tourists every year•

98% Active Medical facilities•Highest no. of general beds in hospitals

Background7

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Linkages
8

Anticipation
CopingAdaptation

Page 14 of 24

Definitions
9

What is Inclusion?
What is Resilience?

Page 15 of 24

Methodology
10Social
CapitalInformation
andCommunication

Community
Competence

EconomicDevelopment

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Literature
Review11

The 6
Signature
Traits of an
Inclusive
LeaderThe 5
Mindsets of an
Inclusive
Leader

The 6
Domains of
PersonalResilience(Bourke & Dillon,2016)(Diversity CouncilofPage
Australia)
17 of 24

(Rossouw et al2017)

Blended Model

Health andWellbeing

12Flexibleand Agile

Relational
Collective
Leadership

Identity
Aware

Open andCurios

GrowthFocusedPage 18 of 24

Relationship between Economic Development and Community Resilience

Page 19 of 24

SurveyResults
13

Relationship between Hofstede’s Individualism and Community Resilience

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SurveyResults
14

Relationship between Hofstede’s Masculanity and Preparedness for Disaster

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SurveyResults15

Insights
16

1
3

Individualism or Collectivism
does not affect Resilience
Building.

2
Economic Development is a key
condition to have a competentand resilient organization.
Page 22 of 24

4

There’s no measurable differencein perceived threat whether thesociety is masculine or not.

Open information andcommunication channels are aimportant in crisis.

Thoughts?
17

BENNETT Leigh
ITLA, Australia

PARDO Phillip
APU, JapanYADAV Chaitraj
APU, Japan

Page 23 of 24

COOPER Malcolm
APU, JapanReferences
18Biggs, R. (2015). Principles for Building Resilience Sustaining Ecosystem Services in Social-Ecological Systems. Retrieved fromhttps://assets.cambridge.org/97811070/82656/frontmatter/9781107082656_frontmatter.pdf
Bourke, J., & Dillon, B. (2016). The Six Signature Traits of Inclusive Leadership. In Deloitte (pp. 7–18). Retrieved from Deloitte UniversityPress website: https://www2.deloitte.com/content/dam/Deloitte/au/Documents/human-capital/deloitte-au-hc-six-signature-traitsinclusive-leadership-020516.pdf
Folke, C., Carpenter, S. R., Walker, B., Scheffer, M., Chapin, T., & Rockström, J. (2010). Resilience Thinking: Integrating Resilience,Adaptability and Transformability. Ecology and Society, 15(4). Retrieved from https://www.jstor.org/stable/26268226
McGrath, J. E., Berdahl, J. L., & Arrow, H. (1995). Traits, expectations, culture, and clout: The dynamics of diversity in work groups. Diversityin Work Teams: Research Paradigms for a Changing Workplace., 17–45. https://doi.org/10.1037/10189-001
Miller, F. A. (1998). Strategic Culture Change: The Door to Achieving High Performance and Inclusion. Public Personnel Management, 27(2),151–160. https://doi.org/10.1177/009102609802700203
Milliken, F. J., & Martins, L. L. (1996). Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational
Groups. Academy of Management Review, 21(2), 402–433. https://doi.org/10.5465/amr.1996.9605060217
Mor-Barak, M. E., & Cherin, D. A. (1998). A Tool to Expand Organizational Understanding of Workforce Diversity. Administration in Social

Work, 22(1), 47–64. https://doi.org/10.1300/j147v22n01_04
Roberson, Q. M. (2006). Disentangling the Meanings of DiversityPage
and 24
Inclusionof 24 in Organizations. Group & Organization Management, 31(2),
212–236. https://doi.org/10.1177/1059601104273064