Routledge Open Research Routledge Open Research 2023, 2:16 Last updated: 23 MAY 2023

REVIEW

Inclusive leadership for sustainable development in times of

change [version 1; peer review: awaiting peer review]
Richmond Anane-Simon 1, Sulaiman Olusegun Atiku 2,3

1Pentecost University College, Accra, Greater Accra Region, Ghana

2Namibia University of Science and Technology, Windhoek, Khomas Region, Namibia
3Walter Sisulu University, Mthatha, Eastern Cape, South Africa

v1 First published: 23 May 2023, 2:16 Open Peer Review

https://doi.org/10.12688/routledgeopenres.17820.1
Latest published: 23 May 2023, 2:16
https://doi.org/10.12688/routledgeopenres.17820.1 Approval Status AWAITING PEER REVIEW

Any reports and responses or comments on the

Abstract article can be found at the end of the article.

This article explores the concept of inclusive leadership as a key
enabler for sustainable development, especially in times of change. A
literature review approach was adopted drawing on relevant research
and best practices. The article identifies the key competencies and
behaviors that inclusive leaders should demonstrate and it explores
the challenges and opportunities of leading inclusively in times of
change. According to the findings of the study, inclusive leadership
can promote sustainable development by encouraging creativity,
enhancing organizational effectiveness and fostering social and
environmental responsibility. The article concludes with a call to action
for individuals and organizations to embrace inclusive leadership for a
sustainable future.

Keywords
Inclusive leadership, sustainable development, change management,
crisis leadership, sustainable future

This article is included in the Leadership in

Times of Change collection.

 
Page 1 of 9
Routledge Open Research Routledge Open Research 2023, 2:16 Last updated: 23 MAY 2023

Corresponding author: Richmond Anane-Simon (richmondananesimon1@gmail.com)

Author roles: Anane-Simon R: Investigation, Methodology, Project Administration, Writing – Original Draft Preparation; Olusegun
Atiku S: Conceptualization, Formal Analysis, Resources, Supervision, Validation, Writing – Review & Editing
Competing interests: No competing interests were disclosed.
Grant information: The author(s) declared that no grants were involved in supporting this work.
Copyright: © 2023 Anane-Simon R and Olusegun Atiku S. This is an open access article distributed under the terms of the Creative
Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work
is properly cited.
How to cite this article: Anane-Simon R and Olusegun Atiku S. Inclusive leadership for sustainable development in times of change
[version 1; peer review: awaiting peer review] Routledge Open Research 2023, 2:16
https://doi.org/10.12688/routledgeopenres.17820.1
First published: 23 May 2023, 2:16 https://doi.org/10.12688/routledgeopenres.17820.1

 
Page 2 of 9

Introduction
Leadership is increasingly being recognized as a critical
factor in promoting sustainable development, which is defined
as “development that meets present needs without jeopardiz-
ing future generations’ ability to meet their own needs” (World
Commission on Environment and Development, 1987). Inclu-
sive leadership is especially important during times of change,
as it can aid individuals and organizations in navigating uncer-
tainty, cultivating resilience, and achieving long-term objectives.
In recent years, inclusive leadership has gained traction, and
is increasingly being recognized as a key enabler of sustain-
able development (United Nations, 2019). Several research
scholars have shared perspectives and have attempted
to define inclusive leadership. Nembhard and Edmondson
(2006) first proposed the concept of inclusive leadership in
the field of management, defining it as “words and deeds by
a leader or leaders that indicate an invitation and apprecia-
tion for others’ contributions”(pp. 941–966). Hollander (2009)
went on to define inclusive leadership as a win-win situation
characterized by a shared goal and vision of interdependent
relationships. Hollander emphasized the significance of fol-
lowers in this relationship and focused on their perception of
leadership. Ospina (2011) opines that an inclusive leader is
someone who accepts staff at all levels of the organization and
is accountable for results. An inclusive leader was regarded
as playing a critical role in the formation of an inclusive
organization. According to Nishii and Leroy (2022), inclusive
leadership is a complex set of proactive (first-stage modera-
tion) and reactive (second-stage moderation) leadership func-
tions that unfolds at multiple levels of analysis (individual,
workgroup, and organizational). Its complexity begs the ques-
tion of whether and how organizations can develop inclu-
sive leadership. Growing interest in inclusive leadership has
followed an explosion in research on inclusion and inclusive
climates in an organizational context. Questions regarding the
distinction between diversity and inclusion as well as whether
or not inclusion is a necessary precondition for retaining a
workforce that is becoming more diverse and maximizing its
potential for positive performance are no longer in the fore-
front of discussion. The next frontier of research focuses on
how to promote inclusive environments and make it easier for
employees to experience inclusion. Organizational practices
are important, but when it comes to inclusion, people’s more
personal and localized experiences are even more significant.
Herein lies the crucial role of leaders at all organizational
levels. Lower-level leaders are responsible for putting the
organization’s ideals and policies into action, whereas
senior leaders set the strategy and design policies and practices
that will increase the likelihood that employees perceive the
organization to be committed to inclusion (MorBarak et al.,
pp. 798–839; Nishii et al., 2018). It is the leaders’ responsi-
bility to implement organizational policies and procedures in
a way that encourages employees to feel included on a daily
basis (Nishii & Leroy, 2021). As a result, leaders play a criti-
cal role in how employees at all levels experience inclusion.
Despite the extensive literature on leadership and its correlation
with sustainable development, only few studies have explored
Routledge Open Research 2023, 2:16 Last updated: 23 MAY 2023
the specific potential of inclusive leadership as key enable of
sustainable development. Hence, this study explores the concept
of inclusive leadership as an enabler of sustainable development
in times of change.
Background
The idea of inclusive leadership has many facets and includes
a variety of skills and actions. At its core, inclusive leader-
ship entails promoting a climate of psychological safety, trust,
and respect where people feel valued and included. This neces-
sitates that leaders have a thorough understanding of diversity
and how it affects both people and organizations. By actively
listening, empathizing, and being open to criticism, inclusive
leaders are capable of promoting interpersonal relationships and
a sense of belonging. Inclusive leadership can result in a variety
of positive outcomes, including increased employee engagement
and job satisfaction, increased levels of innovation and creativ-
ity, and improved business performance (Chin, 2020; Homan
et al., 2019; Nishii & Mayer, 2009). A culture of collabora-
tion to drive eco-innovation can be promoted through inclu-
sive leadership by prioritizing social and environmental goals
for sustainable development (Fields & Atiku, 2019). Promoting
sustainable development requires inclusive leadership as it fos-
ters an environment where everyone can contribute their distinc-
tive perspectives and abilities to the accomplishment of common
objectives. Diverse teams with inclusive leaders are better
able to tackle challenging issues and come to wise decisions.
Inclusive leaders place a high priority on equity and social
justice by ensuring that everyone has access to opportunities
and resources for innovative performance. Diversity manage-
ment is a critical component of inclusive leadership, as it encour-
ages the acknowledgement and appreciation of differences
among individuals and groups (Gupta & Krishnan, 2016). In
contrast, in a study by Ashikali et al. (2021) findings revealed
that increased team diversity does not automatically result
in a more inclusive environment. To support an inclusive
climate in which different team members are valued for what
they bring to the workplace, inclusive leadership is required,
to foster inclusiveness in diverse teams. Inclusive leader-
ship can contribute to resolving some of the most urgent social
and environmental problems of our time, such as poverty,
inequality, and climate change. For example, green inclusive
leadership has been proposed to combat climate catastrophe
and its attendant problems (Bhutto et al., 2021). A green inclu-
sive leadership style involves interacting with employees to
promote workplace green behavior; which are actions exhib-
ited by employees in relation to sustainability (Atiku, 2019;
Bhutto et al., 2021) on the foregoing is essential in workplaces
to reduce carbon emissions and lead with sustainable manage-
ment practices in order to achieve carbon neutrality. The promo-
tion of sustainability in complex and dynamic contexts, such
as those marked by rapid technological change or social and
political upheaval, has been demonstrated to be particu-
larly effective when inclusive leadership is used (ECLAC,
2021; Neck & Houghton, 2006). Inclusive leaders can suc-
cessfully navigate uncertain and changing contexts by
exhibiting adaptability, flexibility, and resilience, as well as
Page 3 of 9

creating a psychologically safe environment that allows people
to learn and grow (Lam et al., 2016).
Inclusive leadership, organizational culture and
employee engagement
The section examines the impact of inclusive leadership on
organisational culture and employee engagement. The inclu-
sive leadership style emphasizes the value and respect for
the diverse perspectives, life experiences, and identities of
all employees. Studies showed that inclusive leadership can
enhance organizational culture and employee engagement
(Nishii & Mayer, 2009; Shin et al., 2020). In a study by Khan
et al. (2020), the results showed that inclusive leadership (IL)
had a direct influence on project success, as well as an indi-
rect influence through psychological empowerment (PE) and
psychological safety (PS). Inclusive leadership has a profound
effect on organizational culture by promoting an environ-
ment that is inclusive and welcoming for all workers. It encour-
ages staff members to share their perspectives and ideas, thus
allowing for more innovative solutions to emerge from the
appreciation and consideration of diverse view points (Nishii &
Mayer, 2009; Shin et al., 2020). Employees may feel more
psychologically safe in such an environment, which has been
linked to higher levels of commitment and job satisfaction
(Edmondson, 1999). Furthermore, inclusive leadership encour-
ages employee engagement, which can be achieved through
affective, cognitive, and social engagement. Affective engage-
ment is characterized by an individual’s emotional connection to
a project, whereas cognitive engagement involves the effort and
concentration that the individual applies to the task (Reinders &
Nakamura, 2021). Social engagement measures the degree of
interactions with others throughout the activity, collaboration
or community of practice (Fields & Atiku, 2021). Employ-
ees are more likely to feel a sense of ownership and investment
in their work when they perceive that their opinions and contri-
butions are valued and respected through inclusive leadership
(Shin et al., 2020). Higher levels of motivation and job
satisfaction may result from this, and higher levels of employee
retention and output may follow (Nishii & Mayer, 2009).
As a whole, inclusive leadership has a significant impact on
organizational culture and employee engagement. Inclusive
leaders can encourage a culture of innovation and creativity
(Fields & Atiku, 2019), foster a sense of psychological safety
among employees, and increase employee engagement and
retention. Organizations that prioritize inclusive leadership are
likely to benefit from these advantages, which could potentially
contribute to their sustainable competitive advantage.
Inclusive leadership strategies
Organizational leaders must make a conscious effort to develop
and implement inclusive leadership strategies. To ensure the
effectiveness of these strategies, a number of best practices
can be implemented. A sound evaluation of the organization’s
current state is a good place to start when creating inclusive
leadership strategies.
It is necessary to undertake employee surveys or focus groups,
analyze existing policies and procedures, and obtain feedback
Routledge Open Research 2023, 2:16 Last updated: 23 MAY 2023
from multiple stakeholders in order to gain a comprehensive
understanding of the situation (Lena-Alyeska & Hannes,
2021). The results of this evaluation can be used to pinpoint
areas of strength and weakness as well as potential obstacles to
inclusivity. Making sure the organization’s leadership team
is dedicated to inclusive leadership is another best practice.
This may entail giving leaders opportunities for training and
development to hone their abilities in areas like cultural
competency and empathy as well as establishing clear
expectations for their conduct (Feyes, n.d). Holding lead-
ers responsible for establishing and preserving an inclusive
culture is also crucial. Another vital best practice for inclu-
sive leadership is to provide platforms for diverse employee
voices to be heard. Establishing employee resource groups or
affinity groups can help with this, as can regularly giving
opportunities for all employees to provide feedback and input
(Taylor, 2019). Finally, inclusive leadership strategies must
be integrated into all aspects of the organization’s operations.
This can include incorporating diversity and inclusion goals
into performance metrics and reward systems, as well as
ensuring fair and equitable hiring and promotion processes
(International Labour Organization, 2022). Ultimately, develop-
ing and implementing inclusive leadership strategies necessitates
a concerted effort on the part of organizational leaders. Practices
such as comprehensive assessment, cultivating leadership abili-
ties, allowing for diverse opinions, and integrating inclusivity into
all aspects of an organization’s operations can help create a
more inclusive culture that encourages diversity, equity, and
inclusion. Different case studies of successful implantations
of inclusive leadership in business organizations are presented
in the next section.
Case studies of successful inclusive leadership in
organizations
Building a culture that values diversity, equity, and inclu-
sion requires inclusive leadership. Numerous businesses have
successfully used inclusive leadership techniques, produc-
ing beneficial results for both the workers and the business as a
whole. Here, we offer case studies of inclusive leadership in
action within organizations.
Case Study No. 1: IBM- IBM is a global technology com-
pany that has long prioritized diversity, equity, and inclusion.
In 2017, the company launched a program called “Leading
for Inclusion” to help managers develop their skills in inclu-
sive leadership. The program includes training, coaching, and
a performance review process with an emphasis on inclusivity
goals (IBM, n.d). During the COVID-19 pandemic, IBM
has continued to prioritize diversity and inclusion, includ-
ing offering additional support to employees who are parents or
caregivers, expanding virtual training and development
programs, and promoting mental health resources (IBM, 2021).
As a result of these efforts, IBM has seen increases in employee
engagement and retention, as well as increased innovation,
revenue growth and customer satisfaction (IBM, 2022).
Case Study No. 2: PwC- PwC is a multinational professional
services firm that has made significant strides in recent years
Page 4 of 9

in promoting diversity, equity, and inclusion. The company
has implemented a number of initiatives aimed at promot-
ing inclusive leadership, such as manager training programs,
employee resource groups, and a focus on diversity in recruit-
ment and retention (PwC, n.d.). During the COVID-19
pandemic, PwC has prioritized employee well-being by offer-
ing additional mental health resources and flexible work
arrangements, as well as maintaining a focus on diversity and
inclusion in virtual recruiting and onboarding processes (PwC,
2022). These efforts have resulted in increased employee engage-
ment and retention, as well as substantial revenue growth
and enhanced client satisfaction (PwC, n.d.).
Case Study No. 3: Marriott International- Marriott Interna-
tional is a global hospitality company that prioritizes diversity,
equity, and inclusion in its operations. The company has imple-
mented a number of initiatives aimed at promoting inclusive
leadership, such as training programs for managers and
employees, a focus on diverse recruitment and retention, and
partnerships with organizations that support underrepresented
groups (Marriott International, n.d.). During the COVID-19
pandemic, Marriott International has prioritized employee and
guest safety, including implementing enhanced cleaning and
hygiene protocols and offering flexible cancellation policies
(Marriott International, 2022). The company has also main-
tained its commitment to diversity, equity, and inclusion by
continuing to support employee resource groups and offering
virtual training and development programs (Marriott
International, 2020). As a result of these efforts, Marriott Inter-
national has seen increases in employee engagement and
retention, as well as increased revenue growth and customer
loyalty (Marriott International, n.d.).
These case studies show the effects of inclusive leader-
ship on organizations, even in the context of the COVID-19
pandemic. The successful implementation of inclusive lead-
ership strategies by IBM, PwC, and Marriott International
has improved employee engagement, retention, innovation,
customer or client satisfaction, and revenue growth. These case
studies offer beneficial illustrations of inclusive leadership best
practices that can be used in other organizations.
Inclusive leadership in times of crisis
In the face of crises such as the Coronavirus disease 2019
(COVID-19) pandemic, inclusive leadership becomes even
more important. Inclusive leaders prioritize empathy, commu-
nication, and collaboration, fostering a sense of belonging and
psychological safety for all team members, which is criti-
cal for navigating crises (Janssen et al., 2020). Crisis leadership
can enhance team cohesion and resilience, leading to success-
ful outcomes in times of change. Inclusive leadership requires
effective teamwork and communication as it involves
collaboration and cooperation among diverse stakeholders
(Northouse, 2018). Teams that are diverse in terms of gender,
ethnicity, and cultural background are more likely to gener-
ate innovative solutions and adapt to changing environments
(Horwitz & Horwitz, 2017). Recent research has empha-
sized the significance of inclusive leadership in times of crisis.
Routledge Open Research 2023, 2:16 Last updated: 23 MAY 2023
Inclusive leadership can improve employee engagement
and well-being, improve decision-making processes, and
promote organizational resilience (Zheng et al. (2018)).
Furthermore, inclusive leadership has been linked to better
crisis management, as leaders who value diversity are more
likely to consider a broader range of perspectives and ideas,
resulting in more effective decision-making and problem-
solving (Ahmed et al. (2021)). Several steps can be taken by
leaders to effectively practice inclusive leadership during crises.
To begin, they can prioritize open communication and transpar-
ency, keeping employees informed about the situation and its
potential impact on the organization. Second, leaders can include
diverse perspectives in decision-making processes to ensure that
a wide range of opinions and ideas are considered. Third, lead-
ers can promote a culture of respect, inclusion, and psychologi-
cal safety, which is critical for creating an environment in which
employees feel supported and valued (Javed et al., 2019; Shore
& Chung, 2022). Finally, inclusive leadership is critical during
crises such as the COVID-19 pandemic. Leaders can improve
crisis management by prioritizing empathy and collaboration.
Effective communication is also critical in promoting inclusive
leadership and crisis management, as it involves transmitting
information, sharing ideas, and building relationships
(DeChurch & Mesmer-Magnus, 2016). Leaders who communi-
cate effectively can create a shared understanding of goals and
objectives, leading to inclusive outcomes.
Measuring the effectiveness of inclusive
leadership for sustainable development
For organizations to develop sustainably, measuring the impact
of inclusive leadership is essential. With the help of an inclu-
sive leadership strategy, managers can empower staff members
and foster a sense of community, which boosts output, job
satisfaction, and engagement. However, because this calls
for evaluating both the outcomes and the process of inclusive
leadership, determining the effectiveness of inclusive leader-
ship can be difficult. In this section, we look at how inclusive
leadership can be measured for effectiveness and give organiza-
tions examples of tools and techniques they can use to assess
their inclusive leadership programs.
Measurement of inclusive leadership outcomes
Examining the effects of inclusive practices on employee
engagement, job satisfaction, and productivity is one way to
gauge how effective inclusive leadership is. For instance, stud-
ies have demonstrated that employing inclusive leadership tech-
niques can impact employee engagement and job satisfaction
(Catalyst, 2014; Shore et al., 2011). Employers can
use tools like the Maslach Burnout Inventory and the
Gallup Q12 survey to gauge employee engagement and job
satisfaction. Tracking organizational performance, such as
financial performance, customer satisfaction, and innovation,
is another way to assess the outcomes of inclusive leadership.
According to studies, inclusive leadership can improve organi-
zational performance (Carmeli & Gittell, 2009; Nembhard
& Edmondson, 2006). Metrics such as revenue growth, customer
retention, and patent filings can be used by organizations to
evaluate the impact of their inclusive leadership strategies.
Page 5 of 9

Measurement of the inclusive leadership process
Assessing the extent to which leaders are putting inclusive
actions into practice in their interactions with employees is a
key step in measuring the process of inclusive leadership (Mor
Barak et al., 2020). This can be difficult because it involves
assessing intangible traits like empathy, openness to criti-
cism, and communication style. Organizations can measure
the inclusive leadership process, though, using a number of
tools and techniques. One method for measuring the inclu-
sive leadership process is 720-degree feedback (Lombardo &
Eichinger, 2000). This strategy entails obtaining feedback from
a variety of people, including peers, subordinates, and supe-
riors, in order to provide a thorough evaluation of a leader’s
performance. The feedback can be used to pinpoint areas
where leaders need to strengthen their inclusive practices, like
giving employees from different backgrounds more praise
and recognition. Another method for gauging the effective-
ness of inclusive leadership is observation (Lopez et al., 2020).
Insights into a leader’s communication style, body language,
and capacity to connect with staff members from various back-
grounds can be gained by watching them in action. To determine
whether inclusive leadership practices are working, organizations
can use trained observers or video recordings.
In order to ensure sustainable development in organizations,
it is crucial to evaluate the efficacy of inclusive leadership
(Hansen & Leuty, 2018). Organizations can identify areas
where their inclusive practices need to be strengthened and
develop more inclusive workplaces by measuring the outcomes
and process of inclusive leadership. Surveys, questionnaires,
720-degree feedback, and observation are some of the tools
and methods that can be used to gauge the success of inclu-
sive leadership strategies and assess their effects on employee
engagement, job satisfaction, and organizational performance
(Jones et al., 2019; Zapata-Phelan et al., 2009).
Challenges and barriers to inclusive leadership
Inclusive leaders can promote a culture of innovation,
collaboration, and impact that prioritizes the well-being of
people and the environment to drive positive change in the
world. The implementation of inclusive leadership faces a
number of difficulties and setbacks, which could impede efforts
to create a more inclusive workplace. The following are some
of the major obstacles that organizations may encounter when
attempting to implement inclusive leadership, as well as some
practical solutions.
Challenge 1: Lack of knowledge and comprehension: accord-
ing to Randel et al., 2018, a lack of knowledge and understand-
ing about the value of inclusive leadership and the benefits of
diversity can hinder progress towards inclusive leadership.
The benefits of inclusive leadership and the detrimental effects
of exclusionary practices on team members and organization
may not be fully understood by many leaders.
Strategy 1: Education and Training- by educating and devel-
oping leaders on the value of inclusive leadership and the
effects of exclusionary practices, organizations can overcome
this challenge. Workshops, seminars, and other types of
Routledge Open Research 2023, 2:16 Last updated: 23 MAY 2023
training that aid in the development of leadership abilities
and knowledge are examples of this (Atiku & Lawal, 2022).
Radicioni, 2021 also suggests that providing education and
training on inclusive leadership practices can help overcome
the lack of knowledge and understanding of its importance.
Challenge 2: Unconscious Bias- adopting inclusive leader-
ship is significantly hampered by unconscious bias. Uninten-
tional favoritism of one group over another by leaders can result
in exclusionary behaviors and a lack of diversity in the work-
place. Harvard Business Review (2021) noted that unconscious
biases can impede an individual’s ability to practice inclusive
leadership.
Strategy 2: Diversity and Inclusion Policies- by implement-
ing diversity and inclusion policies that support equity and
fairness in teams, organizations can overcome this challenge.
These guidelines may include measures to encourage a more
diverse and inclusive workplace, such as blind hiring practices,
mentorship programs for underrepresented groups, and diversity
targets (Hunt, Layton, & Prince, 2015). Harvard Business Review
(2021) also suggest that implementing diversity and inclusion
policies can help to mitigate unconscious bias in the workplace.
Challenge 3: Resistance to Change- another difficulty organiza-
tions may encounter when attempting to implement inclusive
leadership is resistance to change. Changes to the status quo may
be resisted by some leaders, which can impede efforts to cre-
ate an inclusive workplace. Sander et al. (2020) confirms
that resistance to change is a common challenge encountered
when implementing inclusive leadership practices.
Strategy 3: Change Management- by promoting leadership
and employee buy-in through change management strategies,
organizations can overcome this challenge. This may entail
including stakeholders in the development of inclusive lead-
ership strategies, highlighting the advantages of these strate-
gies, and addressing any concerns or objections from potential
change-resistant individuals (Bourke & Titus, 2020).
Hultman, 2003 propose that using change management
strategies can help to address resistance to change when
implementing inclusive leadership practices.
Challenge 4: Insufficient Resources- implementing inclusive
leadership can be severely hampered by a lack of resources,
including time and money. The lack of progress in fostering
an inclusive workplace may be caused by organizations’
difficulty in allocating resources to initiatives in inclusive
leadership. Kiradoo and Giriraji (2022) highlight that the
lack of resources, including financial and human resources,
can hinder efforts to create a more inclusive workplace.
Strategy 4: Allocation of Resources- Organizations can
overcome this challenge by allocating resources, such as
time and money, to inclusive leadership initiatives. This can
include devoting staff members to oversee and implement
these initiatives, providing training and development oppor-
tunities for leaders, and investing in diversity and inclu-
sion technology and tools (Krithi & Ramesh, 2021).
Page 6 of 9

Kiradoo and Giriraji (2022) suggest that allocating resources
to support inclusive leadership initiatives can help to overcome
the challenge of insufficient resources.
Finally, implementing inclusive leadership in organizations
is critical for promoting diversity, equity, and inclusion in the
workplace. However, there are several challenges and barriers
that organizations may face when attempting to implement
inclusive leadership. Organizations can overcome these chal-
lenges and progress toward creating a more inclusive work-
place by implementing strategies such as education and training,
diversity and inclusion policies, change management, and
resource allocation.
Recommendations
It has been determined through this study that inclusive lead-
ership is a critical enabler of sustainable development,
particularly in times of change. According to the literature
review, we identified a number of traits and skills that inclusive
leaders should possess, such as empathy, active listening skills,
multicultural intelligence, and the ability to form diverse
teams. Furthermore, we discovered that inclusive leadership
can support sustainable development by encouraging creativ-
ity, improving organizational effectiveness, and promoting
pro-environmental behaviour. We also recognize that lead-
ing inclusively in times of change can be challenging because
it requires people and organizations to overcome prejudices,
stereotypes, and structural barriers. To address these issues, we
recommend that organizational leaders across business divide
to take the following steps:
• Provide inclusive leadership training and education to
individuals and organizations in order to raise aware-
ness of the importance of inclusive leadership and
to develop the necessary skills and competencies.
• Promote a culture of diversity and inclusion within
organizations by developing policies and practices that
value and respect differences, as well as encouraging
underrepresented groups to participate.
• Use data and analytics to measure and evaluate diver-
sity and inclusion, as well as digital tools to improve
communication and collaboration.
Team leaders in organizations can promote a more sustain-
able future by embracing an inclusive leadership style. This
leadership style is useful in involving different perspectives
and expertise in the decision-making process. Through inclu-
sive leadership, an organization can gain a better understand-
ing of the stakeholders' needs and make informed decisions
that are beneficial to the organization and community.
Future research direction
While our research has shed light on the role of inclusive lead-
ership in promoting sustainable development, there are a
number of gaps and limitations that need to be addressed.
Routledge Open Research 2023, 2:16 Last updated: 23 MAY 2023
We specifically recommend the following areas for future
research:
• Examining the impact of inclusive leadership in vari-
ous contexts, such as industries, regions, cultures, and
organizational types. This can aid in identifying the
factors that influence inclusive leadership effectiveness
and how it can be adapted to different contexts.
• Creating inclusive leadership measures and evalu-
ation frameworks to assess its impact on organi-
zational performance, innovation, and social and
environmental responsibility. This can assist in estab-
lishing a clear link between inclusive leadership and
sustainable development outcomes.
• Investigating the possibility of interdisciplinary research
on inclusive leadership and how it might intersect
with other fields such as social psychology, sociology,
and environmental science. This can help us under-
stand the complex relationships that exist between
inclusive leadership and sustainable development.
• Investigating the capacity of inclusive leadership
to address specific sustainability challenges such
as climate change, social inequality, and poverty.
This can aid in identifying how inclusive leader-
ship can contribute to address pressing sustainability
issues.
We can advance understanding of inclusive leadership and its
role in promoting sustainable development by pursuing these
research directions, which is essential in providing insights and
recommendations for individuals and organizations to adopt
inclusive leadership practices.
Conclusion
In times of change, inclusive leadership is a critical enabler of
sustainable development. Through this literature review, we
identified several competencies and behaviors that inclusive
leaders should exhibit, as well as the potential benefits of
inclusive leadership for promoting innovation, organizational
performance, and pro-environmental behaviour. However, we
recognize that inclusive leadership in times of change can be
difficult. It requires individuals and organizations to over-
come biases, stereotypes, and systemic barriers. Individuals
and organizations can contribute to addressing the most press-
ing sustainability challenges of our time by embracing inclusive
leadership practices. We urge learning and development units
to take action by providing inclusive leadership interven-
tions, cultivating a culture of diversity and inclusion, and
embracing the potential of technology to promote inclusive
leadership. The findings can serve as a guide for leaders who
want to encourage inclusive leadership in their businesses and
thereby support sustainable development.
Data availability
No data are associated with this article.
Page 7 of 9

References
Ahmed F, Zhao F, Faraz NA, et al.: How inclusive leadership paves way for
psychological well‐being of employees during trauma and crisis: A three‐
wave longitudinal mediation study. J Adv Nurs. 2021; 77(2): 819–831.
PubMed Abstract | Publisher Full Text | Free Full Text
Ashikali T, Groeneveld S, Kuipers B: The role of inclusive leadership in
supporting an inclusive climate in diverse public sector teams. Rev Public
Pers Adm. 2021; 41(3): 497–519.
Publisher Full Text
Atiku SO: Institutionalizing social responsibility through workplace green
behavior. In: Contemporary Multicultural Orientations and Practices for Global
Leadership. IGI Global, 2019; 183–199.
Publisher Full Text
Atiku SO, Lawal IO: Human capital development strategy for a sustainable
economy. In: Research Anthology on Business Continuity and Navigating Times of
Crisis. IGI Global, 2022; 331–348.
Publisher Full Text
Bhutto TA, Farooq R, Talwar S, et al.: Green inclusive leadership and green
creativity in the tourism and hospitality sector: Serial mediation of green
psychological climate and work engagement. J Sustain Tour. 2021; 29(10):
1716–1737.
Publisher Full Text
Bourke J, Titus A: The Key to Inclusive Leadership. Harvard Business Review,
2020.
Reference Source
Carmeli A, Gittell JH: High-quality relationships, psychological safety, and
learning from failures in work organizations. J Organ Behav. 2009; 30(6):
709–729.
Publisher Full Text
Catalyst: Inclusive Leadership: The View from Six Countries. Catalyst
Publication. 2014.
Reference Source
Chin D: The business case for diversity and inclusion. J Appl Behav Sci. 2020;
56(3): 309–338.
DeChurch LA, Mesmer-Magnus JR: The cognitive underpinnings of effective
teamwork: A meta-analysis. J Appl Psychol. 2016; 101(9): 1249–1267.
Economic Commission for Latin America and the Caribbean (ECLAC): Digital
technologies for a new future (LC/TS.2021/43). Santiago, 2021.
Reference Source
Edmondson A: Psychological safety and learning behavior in work teams.
Adm Sci Q. 1999; 44(2): 350–383.
Publisher Full Text
Feyes E: Leadership in Healtcare and Public Health. Retrieved from ohiostate.
pressbooks.pub. (n.d).
Reference Source
Fields Z, Atiku SO: Collective green creativity and eco-innovation as key
drivers of sustainable business solutions in organizations. In:Green Business:
Concepts, Methodologies, Tools, and Applications. IGI Global, 2019; 415–439.
Publisher Full Text
Fields Z, Atiku SO: Collaborative approaches for communities of practice
activities enrichment. In: Research Anthology on Facilitating New Educational
Practices Through Communities of Learning. IGI Global, 2021; 116–146.
Publisher Full Text
Gupta V, Krishnan VR: A study on the impact of leadership style on
employee job satisfaction in IT sector. Indian J Sci Technol. 2016; 9(6): 1–10.
Hansen JI, Leuty ME: Inclusive leadership and employee well-being: The
mediating role of person-job fit. J Leadersh Organ Stud. 2018; 25(2): 185–195.
Harvard Business Review: Unconscious Bias Training That Works. 2021.
Reference Source
Hollander EP: Inclusive leadership: The essential leader-follower
relationship. Taylor Francis Group, 2009.
Reference Source
Homan AC, Buengeler C, Eckhoff RA, et al.: The interplay of diversity training
and diversity beliefs on team creativity in nationality diverse teams. J Appl
Psychol. 2019; 104(6): 805–819.
Horwitz SK, Horwitz IB: The effects of team diversity on team outcomes: A
meta-analytic review of team demography. J Manage. 2017; 43(6): 1827–1853.
Hultman K: Managing resistance to change. In B. Hossein (Ed.), Understanding
Change. Encyclopedia of Information Systems. 2003; 190–203.
Reference Source
International Labour Organization: Transforming Enterprises Through
Diversity and Inclusion. Geneva: International Labour Organization, 2022.
Reference Source
Janssen J, Steenbergen MR, Janssen M: Leadership in times of crisis: A
framework for understanding what decisions leaders must make now and
how to communicate them. J Bus Res. 2020; 117: 125–134.
Javed B, Naqvi S, Khan AK, et al.: Impact of inclusive leadership on innovative
work behavior: the role of psychological safety. J Manage Organ. 2019; 25(1):
Routledge Open Research 2023, 2:16 Last updated: 23 MAY 2023
117–136.
Publisher Full Text
Jones F, Campbell Quick J, Cooper CL: The Oxford handbook of diversity in
organizations. Oxford University Press, 2019.
Khan J, Jaafar M, Javed B, et al.: Does inclusive leadership affect project
success? The mediating role of perceived psychological empowerment and
psychological safety. International Journal of Managing Projects in Business.
2020; 13(5): 1077–1096.
Publisher Full Text
Kiradoo G: Diversity, Equity, and Inclusion in the Workplace: Strategies
for Achieving and Sustaining a Diverse Workforce (December 20, 2022).
Advance Research in Social Science and Management. Edition 01, 2022; 139–151.
Reference Source
Krithi, Ramesh P: A CASE STUDY ON DIVERSITY AND INCLUSION OF IT
SECTOR: A ROAD MAP. International Research Journal of Modernization in
Engineering Technology and Science. 2021; 3(3).
Lam CF, Huang X, Chan SC: The impact of empowering leadership on
follower psychological capital: The mediating role of follower relational
identification and the moderating role of power distance orientation.
J Organ Behav. 2016; 37(3): 488–508.
Lena-Alyeska H, Hannes Z: Following Up on Employee Surveys: A Conceptual
Framework and Systematic Review. Front Psychol. 2021; 12: 801073.
PubMed Abstract | Publisher Full Text | Free Full Text
Lombardo MM, Eichinger RW: The leadership machine: Architecture to
develop leaders for any future. Lominger, 2000.
Lopez JD, Edwards JR, Schuckert M: Inclusive leadership and subordinate job
engagement: The roles of psychological safety and power distance belief.
Journal of Leadership & Organizational Studies. 2020; 27(1): 43–54.
Mor Barak ME, Travis DJ, Pyun H: Inclusive leadership in social work and
social care. Oxford University Press, 2020.
Neck CP, Houghton JD: Two decades of self-leadership theory and research.
J Manag Psychol. 2006; 21(4): 270–295.
Publisher Full Text
Nembhard IM, Edmondson AC: Making it safe: The effects of leader
inclusiveness and professional status on psychological safety and
improvement efforts in health care teams. J Organ Behav. 2006; 27(7):
941–966.
Publisher Full Text
Nishii LH, Leroy H: A multi-level framework of inclusive leadership in
organizations. Group & Organization Management. 2022; 47(4): 683–722.
Publisher Full Text
Nishii LH, Leroy HL: Inclusive leadership: Leaders as architects of inclusive
workgroup climates. In: B. M. Ferdman, J. Prime, & R. E. Riggio (eds), Inclusive
leadership: Transforming diverse lives, workplaces, and societies. Routledge/Taylor
& Francis Group, 2021; 162–178.
Nishii LH, Mayer DM: Do inclusive leaders help to reduce turnover in diverse
groups? The moderating role of leader-member exchange in the diversity
to turnover relationship. J Appl Psychol. 2009; 94(6): 1412–1426.
PubMed Abstract | Publisher Full Text
Nishii LH, Khattab J, Shemla M, et al.: A multi-level process model for
understanding diversity practice effectiveness. Acad Manag Ann. 2018; 12(1):
37–82.
Publisher Full Text
Northouse PG: Leadership: Theory and practice. Sage Publications, 2018.
Reference Source
Ospina S: Leadership, Diversity and inclusion: Insights from scholarship.
Graduate School of Public Service. 2011; 3(1): 3–30.
Reference Source
Radicioni B: entrepreneurship.babson.edu. Retrieved from Babson College,
2021.
Reference Source
Randel AE, Galvin BM, Shore LM, et al.: Inclusive leadership: Realizing
positive outcomes through belongingness and being valued for
uniqueness. Hum Resour Manage R. 2018; 190–203.
Publisher Full Text
Reinders H, Nakamura S: Engagement. The Routledge handbook of the
psychology of language learning and teaching. 2021; 137–148.
Reference Source
Sander G, Dellen B, Hartmann I, et al.: Inclusive Leadership. In T. K. Tan M.
Gudic, & P. Flynn (Eds.), Struggles and Sucesses in the Pursuit of Sustainable
Development.Routledge. 2020.
Reference Source
Shin SJ, Kim TY, Lee JY, et al.: Inclusive leadership and employee well-being:
The mediating role of person-job fit. J Bus Res. 2020; 118: 255–264.
Shore LM, Chung BG: Inclusive Leadership: How Leaders Sustain or
Discourage Work Group Inclusion. Group organ manag 2022; 47(4): 723–754.
Publisher Full Text
Page 8 of 9

Shore LM, Randel AE, Chung BG, et al.: Inclusion and Diversity in Work
Groups: A Review and Model for Future Research. J Manage. 2011; 37(4):
1262–1289.
Publisher Full Text
Taylor MP: Today’s Affinity Groups: Risks and Rewards. Retrieved from
Society for Human Resource Management. 2019.
Reference Source
United Nations: Culture and Sustainable Development. Retrieved from
United Nations. 2019.
Reference Source
World Commission on Environment and Development: Our common future.
Routledge Open Research 2023, 2:16 Last updated: 23 MAY 2023
Oxford University Press, 1987.
Reference Source
Zapata-Phelan CP, Colquitt JA, Scott BA, et al.: Procedural justice, interactional
justice, and task performance: The mediating role of intrinsic motivation.
Organ Behav Hum Decis Process. 2009; 108(1): 93–105.
Publisher Full Text
Zheng XT, Yang XL, Diaz I, et al.: Is too much inclusive leadership a good
thing? An examination of curvilinear relationship between inclusive
leadership and employees’ task performance. Int J Manpow. 2018; 39(5):
882–895.
Publisher Full Text
Page 9 of 9