Management analysis demonstrates the necessity of intentional inclusive leadership among board chairs, highlighting that diversity alone does not ensure underrepresented voices are heard.
Many companies have made efforts to diversify membership in their board of directors to include members of traditionally underrepresented groups. However, if board chairs don’t intentionally set out to make meetings and board participation more inclusive, these voices often go unheard — if they’re consulted at all. Board chairs can adopt specific habits and tactics to benefit from all of the perspectives that have been brought to the table.
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Jordan et al. (2026) studied this question.
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