An Unmet goal? A Scale Development and Model test of the role of Inclusive Leadership

Abstract

There is a lack of evidence on whether inclusive leadership (IL) truly fosters inclusion for those in historically marginalized groups. Further, a conceptually up-to-date and practically useful measure of IL is lacking. Thus, in two separate phases, we first present a newly developed measure of IL and then test an empirical model. In Phase 1, results from five demographically diverse samples demonstrate reliability and validity evidence of a 10-item IL scale. In Phase 2, use this scale to examine how IL may support members of historically marginalized groups by fostering (a) interpersonal behaviors that uphold inclusive work environments (allyship, antiracism) and (b) individual experiences of inclusion (workgroup inclusion, authenticity). Path analysis results from a multi-wave study support the influence of IL on these outcomes and also demonstrate support for IL’s indirect effects on outcomes that may be disproportionately high (emotional exhaustion) and low (empowerment) for members of marginalized groups. Moderation analyses reveal many of the hypothesized relationships are similar across groups representing marginalized identities on the bases of race, sex, and the intersection of race and sex. These results add evidence to the importance of IL for fostering inclusive workplaces, especially for those who face the greatest barriers to inclusion.