New values, old basics: how leadership shapes support for inclusion

The objective of this paper by Brigadier Nicholas Jans is to review the scholarly literature to ascertain how leadership can play its part in strengthening support for inclusion in military organisations.

The review reaches four related conclusions.

Firstly, support for inclusion is simply one of a number of similar ethical attitudes/values that are amenable to leadership influence, so there is much to be learned from the broader leadership literature.

Secondly, local leadership is fundamental to reshaping attitudes and values of any kind, especially those concerned with deeply‐held values such as inclusion and diversity.

Thirdly, there are benefits in presenting change as a return to the roots of a group in order to bring it closer to its 'true' identity.

Finally, the key elements of the leader‐follower influence process can be expressed by a '3Rs' model of leadership.

This proposes that leaders are most influential when they Reflect what is deemed exemplary in the eyes of group members, Relate to members in ways that make them feel respected and valued, and Reinforce members' behaviour within supportive group climates.

With its strong ethical climate, well‐ingrained leadership culture and sophisticated personnel systems, the Australian Defence Force (ADF) has a significant advantage over other organisations in creating and sustaining appropriate behavioural standards. Or to put the argument slightly differently: if the ADF can't do this, which organisation can?

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