Developing Inclusive Leadership in Sport Boards Through Emotional and Cultural Intelligence Lenses: An Action Research Study

Abstract

In the context of nonprofit sport governance, global interest has drawn attention to persistent challenges associated with insufficient diversity and inclusion practices, which often lead to tokenism, bias, and discrimination (Mayo et al., 2016). Although the terms diversity and inclusion are frequently used interchangeably, they represent distinct concepts. A diverse representative structure alone does not bridge differences; additional leadership practices are necessary to promote inclusiveness, equity, and openness. Inclusive leadership is an approach that addresses these differences by integrating the key elements of belonging and uniqueness to enable genuine inclusion.

This study, situated within a New Zealand nonprofit sporting organisation, was motivated by progress made by New Zealand Cricket in advancing board gender diversity, alongside scholarly calls for greater attention to ‘leadership’ in governance (Ferkins et al., 2018; O’Boyle et al., 2020; 2023). Adopting a developmental action research methodology, the study explores the role of emotions and culture in shaping inclusive governance practices. It draws on four key frameworks: Emotional Intelligence (Goleman & Boyatzis, 2017), Cultural Intelligence (Middleton, 2014), the Theoretical Model of Inclusive Leadership (Randel et al., 2018), and O’Boyle et al.’s (2020, 2023) leadership model for nonprofit sport governance. A mixed-methods approach integrated Q-sort inspired tools, interviews, and collaborative discussions to address the question: How can inclusive leadership in sport boards be developed through an emotional and cultural intelligence lens?

Findings demonstrate that inclusive leadership in sport governance is a dynamic, relational process rather than a fixed destination. Three interventions illustrate this process: embedding inclusive practices in board recruitment and appointment processes; fostering chair and board development through dialogic engagement; and raising awareness of inclusive leadership within the organisation. Together, these interventions demonstrated how intentional practices, quality relationships, and reflective dialogue shaped inclusive leadership practices over time.

Based on these findings, this thesis contributes theoretical and practical insights to the field of sport leadership and governance by presenting a conceptual framework for developing inclusive leadership in sport governance through emotional and cultural intelligence. The framework illustrates how inclusive leadership can be developed and sustained by intentionally integrating emotional intelligence, cultural intelligence, and inclusive practices across individual, collective, and systemic levels. When activated through these practices, these dimensions generate outcomes such as the emergence of collective emotional and cultural intelligence, and the establishment of shared norms.

In summary, this research contributes to addressing the gap between recognition and implementation of inclusive leadership practices in sport governance. While boards acknowledge the need for diversity and inclusion, translating this into practice remains challenging due to limited theoretical guidance and the complexity of leadership contexts. This study advances understanding by highlighting the importance of micro-level approaches that integrate emotional and cultural intelligence, enabling social, relational, and collectivist practices that embed inclusion within governance processes. By deploying an action research approach, this study supports scholars and practitioners to understand how to embed inclusive leadership practices aligned with emotional and cultural intelligence, and the impact of doing so in achieving inclusion and sustaining diversity within sport boards.