ABSTRACT
We know that there is a business case for diversity—but it is also true that the greatest benefits of diversity occur when organizations also achieve inclusion. Consistent with past research applying optimal distinctiveness theory to inclusion (Shore et al., 2011), we conducted interviews with leaders and followers and identified eight key leader behaviors that support followers’ uniqueness and belonging and create feelings of inclusion. The behaviors we identified as supporting uniqueness are: showing public support for diversity and inclusion, ensuring fairness in employment practices, having empathy for followers, and demonstrating a desire to learn from others. Those behaviors focused on increasing belonging were: being transparent, aligning White men as allies in efforts around diversity and inclusion, and motivating cultural change that focuses on inclusion. We hope our work directs leaders toward inclusion as they seek to unlock the benefits of diversity.
