Blockchain Papers

Wilfredo R. Melicor

Abstract. Inclusive leadership has emerged as a critical leadership paradigm for fostering organizational effectiveness, employee engagement, and participatory governance in culturally diverse public institutions. Despite its increasing relevance, empirical evidence on inclusive leadership within autonomous regional governments remains limited, particularly in the Bangsamoro Autonomous Region in Muslim Mindanao (BARMM), where governance is shaped by cultural diversity, decentralized administration, and unique institutional contexts. This study examined the inclusive leadership practices of BARMM administrators in Tawi-Tawi Province and developed an evidence-based Leadership Development Framework to strengthen inclusive governance and organizational effectiveness. A quantitative descriptive-correlational research design was employed involving 90 employees selected through stratified random sampling from eleven BARMM ministries in Tawi-Tawi Province. Data were collected using a validated structured questionnaire adapted from established inclusive leadership scales. Descriptive statistics, independent samples t-test, one-way analysis of variance (ANOVA), and multiple linear regression were utilized to analyze the data. The findings revealed that BARMM administrators demonstrated high to very high levels of inclusive leadership across all dimensions. Collaborative decision-making, accountability and transparency, and respect for diversity received the highest ratings, reflecting a culture of participation, ethical governance, and inclusivity. Moreover, availability and accessibility and fairness and equity emerged as the strongest predictors of overall inclusive leadership effectiveness. No significant differences were found in participants' perceptions when grouped according to age, sex, educational attainment, and length of service. The study extends Inclusive Leadership Theory by providing empirical evidence from the BARMM context and proposes the BARMM Inclusive Leadership Development Framework (BILDF) as a practical model for strengthening leadership competencies and promoting inclusive, accountable, and participatory public governance. Keywords: BARMM, inclusive leadership; leadership development; organizational effectiveness; participatory governance

Nikhil Madan, Phanish Puranam

No abstract is available for this record.

Asma Alawadi, Nada Kakabadse, Andrew Kakabadse, Sam Zuckerbraun

No abstract is available for this record.

Bente Rasmussen

One of the strategies of the modernization of public services is the decentralization of responsibilities and organizing work in autonomous co‐ operative teams with varied tasks. The empowerment of the public service workers in the front line is therefore a strategy in local government in Norway today. Under the assumption that women have ‘natural’ skills in caring, workers on the lowest levels are given responsibility for care and nursing. A study of the decentralization of public care for the elderly in their homes showed that being given interesting tasks and increased responsibility mobilized the efforts of the care workers. However, since the power of resources has been centralized, this has led to an intensification of work. In gendering the relevant discourses by explaining women's experiences of an over‐heavy workload as a result of their ‘mothering’ and their inability to set limits, women care workers were constructed by their managers as unprofessional and not to be taken seriously. This has made the public care organization a greedy organization for the women care workers.