Affiliation:
1. International Institute for Restorative Practices, USA
Abstract
The current study utilizes a grounded-theory methodology to examine how tenets of restorative justice and practice influence workplace leadership. The theory of widening circles was coconstructed from the intensive and iterative interviewing of 16 participants until theoretical saturation led to qualitative generalizations. The emerging theory asserts that when leaders model mutual accountability, vulnerability, and engagement, they produce a sense of stewardship, trust, and belonging. While prior workplace applications focus on remedying harm, widening circles focuses on the building of proactive relationships. Specific processes, such as facilitating dialogue in circles, were identified across sectors to create intentional reciprocity and encourage shared learning and decision making. Leaders aspire to create an inclusive work culture that is collectively upheld by a network of relationships and norms rather than shouldered by an individual leader.
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