ABSTRACT
This chapter presents case studies carried out in three different universities to examine the relationship between the leadership style and inclusive policies in these institutions of higher education. The case study approach was preferred in examining situations in the chosen institutions where contemporary events and relevant behavior could not be manipulated. The chapter reports on an attempt to study the relationship between leadership and inclusiveness by means of carrying out in-depth interviews, direct observations and interrogation of policy documents relating to what is happening from a descriptive angle rather than by conducting an experiment to draw inferences on the causes and effects of inclusiveness in such situations. Concepts of normality or normalcy assume a core position in the definitions of inclusion. Inclusion is not an obsession with everyone somehow fitting a certain mold in order to be accepted.
