In the modern workplace, inclusive leadership has emerged as a transformative practice that not only shapes organizational culture but also drives innovation, engagement, and equity. But inclusive leadership didn’t appear overnight. Its evolution has been a decades-long journey influenced by social change, academic research, and the growing recognition of diversity as both a moral and strategic imperative. This blogpost traces the development of inclusive leadership from its nascent stages to its current emphasis on equity, showing how the practice has grown to meet the challenges of our times.
Early foundations: balancing belonging and uniqueness (1990–1999)
The roots of inclusive leadership can be traced back to the early 1990s, when social psychologists like Brewer (1991) began exploring how individuals navigate their need for both belonging and uniqueness. Brewer’s Optimal Distinctiveness Theory highlighted that leaders play a vital role in reconciling these needs within social groups. This idea resonated particularly within education and organizational studies, where leaders were seen as facilitators of inclusion in increasingly diverse environments.
At the time, the concept of inclusion was primarily focused on diversity as representation, often driven by compliance with affirmative action policies. Leadership frameworks, such as transformational leadership, dominated discussions but lacked a dedicated focus on inclusion. Nevertheless, this period established critical foundations for understanding how leadership could enhance inclusion by addressing identity dynamics.
Formative years: from diversity to inclusion (2000–2009)
The early 2000s saw a shift toward defining inclusion as more than a numbers game. Researchers emphasized the importance of creating inclusive climates where individuals not only felt represented but also valued. Shore et al. (2011) introduced a framework that tied inclusion to the dual needs of uniqueness and belonging, reflecting Brewer’s earlier insights. Meanwhile, scholars began focusing on how leadership styles, such as ethical and servant leadership, could foster inclusive workplace cultures.
This decade also marked the integration of systemic thinking into inclusive leadership. Organizations began to examine how policies and structures either enabled or hindered inclusion, setting the stage for more sophisticated frameworks that linked leadership to organizational outcomes like innovation, collaboration, and trust.
Consolidation: inclusive leadership as a distinct paradigm (2010–2019)
By the 2010s, inclusive leadership had emerged as a standalone paradigm. Researchers like Randel et al. (2018) and Korkmaz et al. (2022) refined its definition, identifying behaviors such as fairness, shared decision-making, and the promotion of diverse contributions. Inclusive leaders were now understood as key drivers of psychological safety, a critical factor in team performance and creativity.
Empirical evidence during this period demonstrated the tangible benefits of inclusive leadership. Organizations with inclusive leaders reported higher levels of employee engagement, reduced turnover, and increased financial performance. This era also saw a growing emphasis on leadership at multiple levels—individual, team, and organizational—reflecting the complex systems that leaders influence.
The equity era: inclusive leadership redefined (2020–present)
The events of the 2020s—ranging from global social justice movements to the COVID-19 pandemic—have accelerated the shift from diversity and inclusion to equity. Scholars like Sun et al. (2024) argue that true equity requires dismantling systemic barriers and creating environments where everyone has fair opportunities to succeed. Inclusive leadership has evolved to meet these challenges, emphasizing self-awareness, empathy, and a commitment to structural change.
Frameworks such as Korkmaz et al.’s (2022) multi-level model provide actionable pathways for leaders, highlighting behaviors like fostering uniqueness, strengthening team belonging, and championing equity-driven organizational change. Real-world examples, like Microsoft’s Autism Hiring Program and Salesforce’s pay equity initiatives, demonstrate the impact of inclusive leadership on both people and profits.
In other words
The evolution of inclusive leadership mirrors society’s growing understanding of diversity, inclusion, and equity. From its early focus on representation to its current emphasis on systemic change, inclusive leadership has become a vital practice for organizations that aim to thrive in an increasingly complex world. For leaders, the journey toward inclusivity is not just a professional responsibility but a moral imperative—one that unlocks the full potential of individuals and teams while shaping a fairer and more equitable future.
Our roadmap for leaders: BELONG to include
Inclusive leadership requires deliberate effort and continuous learning. Our BELONG framework offers a practical guide for leaders to cultivate inclusion in their teams and organizations:
- Brave space: Create environments where individuals feel safe to express themselves, share ideas, and engage in honest conversations without fear of judgment or retribution.
- Equity: Commit to addressing systemic inequities by ensuring fairness in policies, opportunities, and decision-making processes.
- Listening: Practice active listening to understand diverse perspectives and experiences, building trust and empathy.
- Our (inclusive language): Use mindful and inclusive language that reflects respect for all identities, histories, and lived experiences.
- Noticing: Pay attention to power dynamics, biases, and microaggressions within the workplace, and take action to address them.
- Good at repair: Acknowledge mistakes, apologize sincerely, and take steps to rebuild trust and relationships when harm occurs.
References
- Brewer, M. B. (1991). The social self: On being the same and different at the same time. Personality and Social Psychology Bulletin, 17(5), 475-482.
- Korkmaz, A. V., van Engen, M. L., Knappert, L., & Schalk, R. (2022). About and beyond leading uniqueness and belongingness: A systematic review of inclusive leadership research. Human Resource Management Review, 32, 100894.
- Randel, A. E., Dean, M. A., Ehrhart, K. H., Chung, B. G., & Shore, L. M. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190-203.
- Shore, L. M., Cleveland, J. N., & Sanchez, D. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262-1289.
- Sun, P., Zuo, X., Liu, X., Huang, H., & Wen, M. (2024). Inclusive leadership: Beyond diversity to true equity. International Journal of Science and Business, 33(1), 34-43.
