Chitrangada Singh, the renowned actor, recently shared insights from her collaboration with Salman Khan on the film “Maatrubhumi,” challenging some of the entrenched stereotypes within the film industry. During a public event, she discussed how preconceived ideas can influence one’s expectations before actually interacting with a colleague. She remarked, “The film has been created with immense dedication and passion. There are many discussions about Salman, with people portraying him in various ways, and I received numerous pieces of advice regarding what to anticipate, such as being prepared for his tardiness and potential scheduling delays.”
Contrary to the rumors she had heard, Singh described her actual experience as vastly different. “In truth, none of those things occurred. I was ready for what many termed unprofessional behavior, but there was no basis for it. He is incredibly approachable and easy to work with.” What impressed her the most was not merely his punctuality or professionalism, but also his genuine attentiveness to everyone on set, not just those in prominent roles.
Singh elaborated, “He possesses this remarkable quality of checking in on the less visible members of the crew, such as the lighting technicians or the assistant directors. He inquires whether they have had breaks and whether they’re being properly taken care of. After years in this industry, it’s extraordinary to see someone maintain such concern for others.”
Sonal Khangarot, a licensed rehabilitation counselor and psychotherapist at The Answer Room, emphasized to indianexpress.com that a leader’s demeanor significantly influences the emotional atmosphere of a workplace. “From a psychological perspective, when senior figures exhibit authentic care for all team members—regardless of their visibility or status—it fosters an environment of psychological safety, fairness, and inclusion. This concept aligns with social exchange theory, where employees tend to reciprocate respect and kindness with increased engagement and commitment.”
Khangarot noted that such behavior helps diminish perceived hierarchical barriers, promoting trust and a sense of belonging—vital components for intrinsic motivation. In contexts of change management, employees are more likely to be open and adaptable when they feel acknowledged and valued as individuals rather than mere functions. This approach also minimizes feelings of disengagement and quiet resistance that often arise when team members feel overlooked.
Furthermore, she pointed out that inclusive leadership enhances team cohesion, leading to better collaboration and less interpersonal conflict. Over time, this can result in improved morale, reduced turnover, and more consistent productivity, as individuals are motivated not just by outcomes but by working in environments where they feel appreciated.
Creating an inclusive workplace isn’t solely the responsibility of leadership; it is cultivated through consistent everyday actions. “From a psychological standpoint, individuals can foster a culture of respect by affirming dignity and belonging in their daily interactions,” Khangarot explained.
One effective practice is to acknowledge team members across various roles by greeting them, using their names, and recognizing the contributions of those in less visible positions. “This addresses the fundamental human need for belonging, which directly impacts motivation and engagement. Engaging in empathetic listening—where one hears others without interruption or dismissal—contributes to building psychological safety within teams,” she added.
It is also essential to recognize and address subtle biases. This includes using inclusive language, avoiding exclusionary practices in discussions, and gently correcting dismissive behaviors. Encouraging quieter individuals to express their opinions promotes a more balanced participation. “When respect is consistently demonstrated across all levels, it normalizes fairness and enhances trust, gradually fostering a more inclusive and collaborative work environment,” Khangarot concluded.
