ABSTRACT
A lot of research and practice has focused on individual actions, biases, and choices that lead to conflict, discrimination, and exclusion at work. Research and practice similarly focus on this individual level of inclusive action, removing biases and changing choices, when it comes to encouraging inclusion. This approach may be considered a bottom-up, “inside out” approach to inclusion. For greater and more sustained impact, inclusive leaders must complement such approaches with a more top-down, “outside in” approach which involves shifting structures, cultures, and social norms, perhaps even laws and policies—in an effort to remove barriers to inclusion at micro (individual), meso (relational), and macro (institutional) levels.
