Leader behavior is essential for creating inclusive organizations. The disruptive context of the COVID-19 pandemic forced many people to work remotely and leaders to cope with the disruption of their teams' workflows and work arrangements. However, fixed sets of leader behavior as well as stable and shared physical contexts are implicit assumptions in current knowledge and theorizing on inclusive leadership. Therefore, in this study, we first synthesize inclusive leadership literature with leader adaptability and context-sensitive leadership studies. Next, drawing on 47 interviews with leaders and their followers, we unravel how the enactment of aspired inclusive leadership behaviors was hampered due to the pandemic-related disruption, and explain how leaders adjusted their inclusive behaviors in response to these difficulties. From these findings, we develop a model that suggests rather than a static set of inclusive leader behaviors, inclusive leadership is enacted through the continuous adjustment on leaders' perceptions of the context and followers' feelings of inclusion.

中文翻译：

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“坚持旧模式没有意义”：领导者如何调整自己的行为以在颠覆性环境中促进包容性

领导者行为对于创建包容性组织至关重要。COVID-19 大流行的破坏性环境迫使许多人远程工作，领导者也被迫应对团队工作流程和工作安排的中断。然而，固定的领导者行为以及稳定和共享的物理环境是当前包容性领导知识和理论中隐含的假设。因此，在本研究中，我们首先将包容性领导力文献与领导者适应性和情境敏感型领导力研究进行综合。接下来，我们根据对领导者及其追随者的 47 次采访，揭示了大流行相关干扰如何阻碍了所渴望的包容性领导行为的实施，并解释了领导者如何调整其包容性行为以应对这些困难。根据这些发现，我们开发了一个模型，该模型表明包容性领导力不是一组静态的包容性领导者行为，而是通过不断调整领导者对环境的感知和追随者的包容性感受来制定。