Inclusive Leadership: The View From Six Countries
How much do the very definitions of inclusion vary from culture to culture? Are there gender differences in what makes employees feel included? What leadership behaviors can promote inclusion? And how much do these behaviors need to be adapted for different cultural contexts?
This project delves into the striking similarities across most countries in how employees characterize inclusion and the leadership behaviors that help to foster it.
Findings in all six countries include:
- The more included employees felt, the more innovative they reported being in their jobs.
- The more included employees felt, the more they reported engaging in team citizenship behaviors—going above and beyond the “call of duty” to help other team members and meet workgroup objectives.
- Perceiving similarities with coworkers engendered a feeling of belongingness while perceiving differences led to feelings of uniqueness.
Download the complete report to see how inclusion was linked both to employees’ self-reported innovation and team citizenship—behaviors that have a profound impact on overall team productivity and product innovation.
Other resources available as part of the Inclusive Leadership: The View From Six Countries project include:
- Inclusion Matters infographic, which provides a visual summary of how inclusion is connected to innovation and helpfulness.
- Inclusive Leadership: The View From Six Countries Methodology, which includes additional detail on data collection and analysis not available in the main report.