DEI Practices in NGOs for Inclusive Leadership

Abstract

This thesis explores how Diversity, Equity, and Inclusion (DEI) are understood, practiced, and sustained within DASH, a student-led, volunteer-powered NGO operating at the intersection of design and entrepreneurship in Finland. As DEI gains increased attention in global work environments, it is often oversimplified as a checklist or trend, overlooking its deeper implications for organisational culture and leadership. This study investigates how DEI manifests in an NGO context where formal structures are limited and team composition changes frequently. Using a mixed-methods approach, data was collected through an anonymous team survey, semi-structured interviews with leadership, and a reflective journal authored by the researcher in their dual role as Hiring Manager and Head of Communications and Community. The findings reveal that while DASH cultivates a strong sense of psychological safety, fairness, and inclusion, these values are largely upheld through informal practices rather than formalised policies. Leadership showed a clear commitment to inclusive values, but gaps emerged in areas such as DEI training, feedback mechanisms, and succession planning. The absence of consistent structures places DEI practices at risk, especially as team turnover remains high. By analysing how DEI is both lived and limited within DASH, this thesis highlights the challenges and opportunities of sustaining inclusive culture in volunteer-led environments. A practical DEI framework is proposed to support the organisation in translating its values into resilient systems. The study contributes to the broader discourse on DEI in NGOs, arguing that structural clarity, intentional leadership, and documentation are key to embedding DEI in ways that last beyond individuals or project cycles.