Date of Conferral
In Madagascar, the barriers to persons with disabilities' employability are multifaceted and relate to accessibility, funding, attitudes, and policies. Managers lack knowledge on disability and still perceive disabled persons as incompetent and associate them with costly accommodation needs. The purpose of this qualitative case study was to examine the management strategies and leadership styles that managers could use to enhance the employability chances of persons with disabilities. The conceptual framework featured the concepts of empowerment, employability, disability identity, and relevant transformational leadership theories. Semistructured interviews were conducted with 28 managers in private companies, institutions, cooperatives, and organizations in 3 regions of Madagascar. Data analysis was done with open hand coding and using NVivo 12 software. Key findings related to enabling management strategies that included promoting fair recruitment, tailoring jobs to disabled workers' competences and health conditions, ensuring communication and reasonable accommodation. The study revealed the merit of an inclusive transformational leadership in fostering the employability of persons with disabilities, through coaching, in-training supports, compassion and kinship, motivation, and trust building. The study benefits managers who could better attend to disabled workers' vocational needs. The study contributes to positive changes by influencing attitude change within the workplace and the community that could pave the way to an inclusive society in which disabled people could enjoy their rights to work.
Business Administration, Management, and Operations Commons, Educational Administration and Supervision Commons, Management Sciences and Quantitative Methods Commons, Quantitative, Qualitative, Comparative, and Historical Methodologies Commons