About and beyond leading uniqueness and belongingness: A systematic review of inclusive leadership research

Ayfer Veli Korkmaz*, Marloes L. Van Engen, Lena Knappert, Rene Schalk

*Corresponding author for this work

Research output: Contribution to journalReview articlepeer-review

61 Citations (Scopus)
574 Downloads (Pure)

Abstract

The purpose of this systematic review of 107 papers is to address the conceptual confusion about what inclusive leadership (IL) behavior entails and understand the theoretical development of IL. Synthesizing the divergent conceptualizations of inclusive leader behaviors, we propose a multilevel (i.e., employee, team, organizational) model of IL behavior consisting of four dimensions namely, fostering employee's uniqueness (e.g., promoting diversity); strengthening belongingness within a team (e.g., building relationships); showing appreciation (e.g., recognizing efforts and contributions); and supporting organizational efforts (e.g., promoting organizational mission on inclusion). Further, we provide a summary of studied variables as a nomological network in relation to inclusive leadership and an overview of the different theories (e.g., social exchange, intrinsic motivation) supporting the respective relationships and explaining the underlying mechanisms (e.g., reciprocity, motivation). We propose future research to empirically test the multi-level model of IL and examine the predictive value in terms of employee and organizational outcomes.

Original languageEnglish
Article number100894
Number of pages20
JournalHuman Resource Management Review
Volume32
Issue number4
DOIs
Publication statusPublished - 2022

Keywords

  • Inclusive leadership
  • Systematic literature review
  • Belongingness
  • Uniqueness
  • Multi -level perspective
  • SERVANT LEADERSHIP
  • DIVERSITY MANAGEMENT
  • PSYCHOLOGICAL SAFETY
  • SHARED LEADERSHIP
  • MODERATING ROLE
  • VOICE BEHAVIOR
  • MEDIATING ROLE
  • ORGANIZATIONAL COMMITMENT
  • EMPOWERING LEADERSHIP
  • AUTHENTIC LEADERSHIP

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