Making a Case for Culturally Humble Leadership Practices through a Culturally Responsive Leadership Framework
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Academic Unit
College of Health and Human Services
Publication Date
10-2020
Document Type
Article
Abstract
Fluctuations in cultural and racial demographics of communities require leaders to consider the changing needs and expectations of stakeholders. Combining systems theory, theories of organizational change, and the literature on cultural humility and competence, this paper proposes a culturally responsive leadership framework (CRLF) for public sector and human service leaders to improve organizational outcomes equitably. Central to this framework are three elements: considering the socio-cultural aspects of an organization; creating inclusive environments to help facilitate distributed decision making; and a leader’s willingness to learn from all people to mitigate gaps in service delivery that are inadequate and inequitable.
Journal Title
Human Service Organizations: Management, Leadership, and Governance
Volume
44
Issue
5
ISSN
2330-3131
Beginning Page Number
407
Last Page Number
414
DOI
https://doi.org/10.1080/23303131.2020.1822974
Recommended Citation
Campos-Moreira, Linda; Cummings, Marlon; Grumbach, Giesela; Williams, Henry E.; and Hooks, Kylon, "Making a Case for Culturally Humble Leadership Practices through a Culturally Responsive Leadership Framework" (2020). Faculty Authors and Creators Reception. 149.
https://opus.govst.edu/fac/149