Exploring the Determinants of Young Inclusive Leadership: Research Taxonomy and TheoreticalFramework
Research Representative: Associate Professor ACKARADEJRUANGSRI P., APU
Summary of Research
Existing literature has emphasized leadership as one of the most important research topics that
could lead to a better understanding of organizational performances (Yukl, 1989). Therefore, manyscholars have investigated and tried to explore various dimensions regarding the antecedences andconsequences of various roles of leadership as well as the definition of inclusive leadership. Despite
the general definition of inclusive leadership, the leaders who value individual differences throughrespect and equality (Bourke & Dillion, 2016; Randel et al., 2018), we still lack consensus regardingwhether inclusive leader’s perceptions and behaviors – including special traits, various
characteristics, skills, and attitudes may differ based on the generation and diverse in a differentcontext. This topic is essential as younger generation leaders tend to be autonomous, creative, andentrepreneurial: in which their leadership styles might be different from the older generation. The
differences in a generation may also influence the roles related to inclusive leadership as the young
inclusive leader may behave differently in leading and managing their employees. Therefore, thisresearch aims at clarifying the definition of young inclusive leadership that could be different fromthe general inclusive leadership, specifically in the Thai context. This research also aims to exploreand determine the special traits, characteristics, skills, behaviors, attitudes of young Thai inclusive
leaders who have influential roles in different sectors/industries. The results of interviews with 12
young Thai leaders (under 35 years of age) would help identify the theoretical framework of thevarious dimensions of young inclusive leadership that may influence organizational performances.
Thailand, as selected for this research context, is one of the fast-growing nations for entrepreneurialventures. Thus, we could expect to see many leaders of the younger generation who would use theirvarious traits, characteristics, skills, and attitudes to lead their employees. By relying on theexploratory qualitative approach with the semi-structured interview, we hope to further explore thesedifferent dimensions of young inclusive leadership. The results may provide great contribution
toward leadership literature, especially the emerging inclusive leadership literature. It would also
extend a better understanding of young inclusive leadership, in which both local and multinationalorganizations could utilize the results to guide its organizational practices in a diverse generation
setting.
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