4064 - THE ROLE OF INCLUSIVE LEADERSHIP IN SHAPING ATTITUDES TOWARD THE HIRING OF INDIVIDUALS WITH INTELLECTUAL DISABILITIES: THE MEDIATING EFFECT OF AUTONOMY

Session: 4059 - PERSPECTIVES IN ADDRESSING THE NEEDS OF VULNERABLE POPULATIONS
AUTHORS:
Moliner Carolina (Department of Social Psychology, University of Valencia & IDOCAL ~ Valencia ~ Spain) , Plavsic Aleksandar (Department of Social Psychology, University of Valencia & IDOCAL ~ Valencia ~ Spain) , Estreder Yolanda (Department of Social Psychology, University of Valencia & IDOCAL ~ Valencia ~ Spain) , Martinez-Tur Vicente (Department of Social Psychology, University of Valencia & IDOCAL ~ Valencia ~ Spain) , Fajardo-Castro Leady Viky (Department of Social Psychology, University of Valencia & IDOCAL ~ Valencia ~ Spain)
Abstract text:
Workplace inclusion is increasingly recognized as both an ethical
imperative and a driver of organizational effectiveness and innovation
(Shore et al., 2018). However, individuals with intellectual disabilities (ID)
remain among the most marginalized, facing barriers in hiring,
advancement, and integration (Bonaccio et al., 2020; Fajardo-Castro et
al., 2024). In this study we focus the attencion on inclusive leadership
characterized by valuing, respecting, and leveraging diversity within
organizations. Inclusive leaders promote equity, encourange active
participation, and the creation of an environment where all individuals
feel safe, heard, and valued thus promoting a fair treatment and
contributing to more equitable workplaces.
Our research investigates whether the autonomy of workers with
intellectual disabilities (ID) in the workplace mediates the relationship
between inclusive leadership and the attitudes of coworkers without ID
toward hiring individuals with ID. We collected data from 26 teams, each
including at least one worker with an intellectual disability (ID). A total of
130 coworkers without ID provided insights into team dynamics and
leadership practices. Using a time-lagged design,inclusive leadership was
measured at T1, while the autonomy of workers with ID and hiring
attitudes were assessed five working days later (T2)
The results supported the full mediation role of autonomy. Inclusive
leadership was positively related to the autonomy of workers with ID.
Autonomy, in turn, was associated with positive attitudes of coworkers
without ID toward hiring individuals with ID. The results suggest that inclusive leadership with a strong sense of justice,
improves positive attitudes toward hiring individuals with ID in
organizations, enhances their autonomy, and contributes to a more
inclusive and supportive organizational culture.These findings highlight the
importance of fostering inclusive environments to improve the quality of
life and opportunities for people with intellectual disabilities in both
organizational contexts.