INCLUSIVE

LEADERSHIP
Theoretical framework

EN
Acknowledgement:
The manual was prepared by alp activating leadership potential, along with Picture credits:
valuable contributions from the project partners, in particular from Maria ♦♦ © Fundacja Szkoła Liderów: photos on pages 1, 4, 6, 8, 9, 10, 11, 13, 15, 16,
Makowska, School for Leaders Foundation in Poland and from Michael Kraack, 17, 22, 26, 28, 31, 37, 40, 42
Heike Kraack-Tichy and Anna Sharapova from the EU-Fundraising Association
♦♦ © alp: photos on pages 7, 23, 34
e. V. in Germany.
♦♦ © Paweł Cieślak: photo on page 11
We would like to acknowledge the work, contribution and feedback from the
experts and trainers who participated in the different stages of the project. ♦♦ © Eva Maria Henning-Bekka: photo on page 43
♦♦ Pictures from image databases used under the Creative Commons Zero
Coordination and final editing: Irene Rojnik
(CC0) license: [Link] (photos on pages 16, 21,25); [Link] (photos on
Authors: Paola Bortini, Angelica Paci, Anne Rise, Irene Rojnik pages 18, 39, 41).

Layout and design: Adam Paluszkiewicz ([Link])

This manual can be downloaded and used free of charge under the terms of the
Erasmus+ Programme.
Inclusive Leadership – the new attitude towards the reinforcement
The manual is subject to the licence: Creative Commons and the development of the members of disadvantaged groups.
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This publication has been funded with support from the European
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 Table of Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Leadership through the Ages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Inclusive Leadership - a New Dimension in Leadership Theories . . . . . . . . . . . . . . . . . 10
Needs and Barriers with Inclusive Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Benefits of Inclusive Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
The Foundations of the Inclusive Leadership Approach . . . . . . . . . . . . . . . . . . . . . . . 18
♦♦ Ad 1) The acknowledgement and value of everybody’s inherent worth . . . .19
♦♦ Ad 2) An approach based on human rights . . . . . . . . . . . . . . . . . . . . . . .19
♦♦ Ad 3) Awareness of interconnection . . . . . . . . . . . . . . . . . . . . . . . . . . .20
♦♦ Ad 4) The role of power in inclusive leadership . . . . . . . . . . . . . . . . . . . .20
♦♦ Ad 5) Courage to share and take over responsibility . . . . . . . . . . . . . . . . 22

The Inclusive Leadership Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

The Development Areas for Inclusive Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
♦♦ Development Area 1: Practising Self-Awareness . . . . . . . . . . . . . . . . . . .27
♦♦ Development Area 2: Living a Shared Vision . . . . . . . . . . . . . . . . . . . . . .30
♦♦ Development area 3: Building Relationships . . . . . . . . . . . . . . . . . . . . . 33
♦♦ Development Area 4: Creating Change . . . . . . . . . . . . . . . . . . . . . . . . . 36

Impact of Inclusive Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

3
Introduction
This handbook is intended to be an inspirational source Practising inclusive leadership can contribute towards ♦♦ School for Leaders Foundation from Poland
on the topic of inclusive leadership for practitioners who solving both small and big challenges in our complex
♦♦ Alp – activating leadership potential from Austria
are working alongside or leading others at risk of being world today. Inclusive leaders appreciate everybody’s
and
excluded from society. contribution and inspire innovation by involving people
at risk of being excluded from society. They are prepared ♦♦ EU-Fundraising Association e.V. from Germany.
Current concepts of inclusive leadership focus on very to give up power, share responsibility and tap into the
broad and diverse target groups. The term is used to This handbook is accompanied by a second manual
include ‘everyone’ – people with different cultural for trainers and educators, where one can find the
backgrounds, experiences and ways of working, training outline and practical tools for increasing
„Inclusive leaders appreciate everybody’s knowledge and skills and experience inclusive
ages, sexual orientations or genders, physical
abilities etc. contribution and inspire innovation by involving leadership. Further an online-tool has been created,
people at risk of being excluded from society.” where individuals can discover their current
This handbook focuses on individuals and standing in terms of inclusive leadership through
organisations and includes those at risk of being a self assessment.
excluded from society because:
wisdom of the group in order to benefit everyone - the
♦♦ They have some form of disability leader, the follower and the society.
♦♦ They have a migrant or refugee background or
Inclusive leadership means having the courage to
♦♦ They have less access to information and facilities take conscious steps to break down barriers for
because they live in remote areas people at risk of being excluded from society.

This does not mean that the knowledge and practices Inclusive leaders embody a leadership approach
proposed in this handbook cannot be applied to other that appreciates diversity, invites and welcomes
people or in other contexts. This only means that the everyone’s individual contribution, and encourages
knowledge and practices proposed in this handbook full engagement with the processes of decision-
focus on the target group mentioned above and that the making and shaping reality.
leaders working with individuals at risk of exclusion were
actively involved in the development of the handbook. The aim of inclusive leadership is to create, change
All of the examples in the handbook stem from the target and innovate whilst balancing everybody’s needs.
group mentioned above. The key areas of development for inclusive leaders are
The inclusive leadership approach presented in this practicing self-awareness, living a shared vision, building
manual is based on the human rights laid out in the relationships and creating change by valuing the world
Universal Declaration of Human Rights, since this forms they live in.
the basis for any human interaction. Furthermore, The content of this handbook is the result of a 17 month
this approach builds on the belief that everything is EU project (2016-2018) which brought together three
connected and that inclusive leaders need to be aware of organisations active in adult education. The partners
the world in which they live and its resources. involved were:

Introduction 5
Leadership through the Ages
Leadership, whether supportive or dictatorial, has primarily on WHAT people worked on, often to the
existed ever since humans first began to interact. extent that they were named after their profession:
However, the need for leadership, combined with Smith, Miller, etc. The goal during this period was the
an increased focus on leadership, has developed survival and success of mankind.
significantly in tandem with rapid technological, cultural
and demographic progress. Alongside this, changes in Focus on task and production
communication have forced organisations, leaders and
followers always to be aware of and to improve their Once the industrial era had begun, workers started to
interaction in order to attain common goals. The values create more of a distinction between work and leisure
and intentions behind leadership behaviour are the main time, dividing their duties from their interests. This
reasons for constantly evolving leadership theories and meant that motivation became an important concern
the models and tools related to this. for leaders. World War I and the recession in the late
1920s, combined with the technological development
This chapter is intended to illustrate how time, global of automatisation, signalled the beginning of a new era
and/or private interests, events and human relationships in which an awareness about leadership was a source of
have influenced the ongoing evolution of leadership considerable interest. Ford introduced the assembly belt
theories and leadership models. These typically focus and the piece rate for motivating employees in order to
either on the leader, the task, the environment, the speed up the production of automobiles, without giving
follower(s) or the team members in a rather complex much thought to the social and physical repercussions.
combination of post-modern systemic and relational Leadership values were displayed by productivity,
leadership facets. quantity, speed and economy. Goals were related to
As an abstract term, leadership is not used exclusively growth and economic prosperity. The main theories at
in the context of paid work. However, the evolution this period focused on HOW people work.
of the working environment has dominated the way During World War II
in which relations the need for factory
between decision- employees drew more
makers and their „In the pre-industrial era, leadership centred around women into paid
followers, volunteers, the leader and related values such as honour, work. Once the war
professionals
prestige and authority: qualities which were not open had ended, many new
and even family innovations made
hierarchies have been to debate.” the world focus even
shaped. more on improving
In the pre-industrial era, leadership centred around productivity in
the leader and related values such as honour, prestige factories, offices and even between people. Mercantile
and authority: qualities which were not open to debate. jobs increased with supermarkets, global brands and as
Good followers were to be obedient and the focus was marketing increasingly influenced the public opinion.

Leadership Theories through the Ages 7

 Focus on the person Global communication
The start of the modern leadership era focused on The internet speed up global communication and opened
interpersonal dynamics and psychology, although the door for the management of people and production
the focus was still on the perspective of the leader or from a distance. Communication binds people and
the organisation rather than on the influence on the production in a living, 24/7 global network. Leading
follower. The key psychological theories were the X means being aware that one individual cannot handle
and Y humanity perspective1, Maslow’s Hierarchy of everything alone, even when multitasking. Leaders
Needs2 and Herzberg’s Motivational Theory3, all of which must show faith in their team members and need to
primarily focus on WHY people work. The goals of many communicate in order to motivate and to optimise
organisations still centred around growth and wealth, productivity and efficiency. The oil crisis in the 1970s
but increasingly there was a willingness for the global and the recession at the start of this century forced
distribution of ideas and the improvement of the quality organisations to optimise and analyse traditional ways
of life. Goals were generally related to the quality of of working. This has led to an explosion in models and
products, services and life in general. theories about how to make the world work that focus
on tasks, processes, people and even the relations
As technological innovation continues to increase and between the stakeholders in a task. Since a leader does
IT solutions and robots take over many demanding not manage all duties, shared leadership or leadership
jobs, the focus is now shifting to an awareness of teams that consist of people with complementary skills
continually improving efficiency, whilst at the same and delegated responsibilities have become increasingly
time minimising the consumption of global natural common. An awareness of the similarities and
resources and the breakdown of human physical and differences in competences and needs is now essential.
mental resources. Fewer people work in production and The knowledge and overview of overlapping systems
more and more work in the services or care sector. The within a working community has become a must for
care sector, as part of the ‘health industry’, brings the those involved. Leadership is now ‘(leader)team-ship’.
requirement for a more motivational and appreciative
way of leading people.
Communication has
become essential for „The focus has shifted from the perspective of a single
leadership and goals leader to the interaction between those involved in
are now related to
diversity, inclusion and
a given task in a wider context as an organisation.”
mutual understanding.

1 X and Y are human theories on motivation and management by Douglas McGregor. Theory X stresses the importance of strict supervision, external rewards and penalties. Theory Y highlights the motivational role of job satisfaction and encourages
workers to approach tasks without direct supervision.
2 Abraham Maslow’s ‘Hierarchy of Needs’ uses the terms physiological, safety, belonging, love, esteem, self-actualisation and self-transcendence to describe the pattern through which human motivations generally move. The goal of Maslow’s Theory is to
attain the sixth level of stage: self transcendence.
3 Frederick Herzberg developed a theory on motivation based on two factors: at the workplace there are certain factors that cause job satisfaction (motivators), while a separate set of factors cause dissatisfaction (hygiene factors).

Leadership Theories through the Ages 8

Self-leadership All of these theories value quality relations between the
leaders themselves, those around them, and the world
Our world today is volatile, uncertain, complex and in which they live. They see individuals as competent
ambiguous (VUCA). Economic turmoil, environmental and responsible in a local and a global context, both for
disasters, conflict and the resulting mass migration today and tomorrow. Followers and leadership roles have
are just some of the issues which lead to continuous become interchangeable, as described in the Catalyst5
change. The concept of systemic thinking highlights the training manual: ‘Followers are also leaders. The first
complexity that people are living in. follower turns a lone nut into a leader! Followers are
leaders in their own right, and in fact, inclusive leaders
Many leadership models are developed on the basis of
make space for others to lead, by following them.’6
research about how people can carry out tasks healthily
This means that leaders encourage followers to seek
and efficiently. Theories focus on self leadership;
their own leadership potential and are willing to create
distant/remote leadership; trust and faith; delegation;
a culture of shared responsibility where everyone feels
motivation; and resonant leadership4. The focus has
personally involved in what is at stake. This happens
shifted from the perspective of a single leader to the
within an atmosphere of trust where people are valued
interaction between those involved in a given task in
for who they are and are able to express themselves.
a wider context as an organisation. This means that each
These theories require self-leadership, which means that
stakeholder is fully responsible for his or her share of the
self-awareness becomes a key tool, as well as mind for
task, for the group and/or for the whole organisation.
both the leader and the follower.
Stress management, mindfulness, coaching and
When looking back through history, the development of
meditation are frequently mentioned as ways to handle
leadership can be seen as a spiral in which previous forms
complexity, uncertainty and imperfections in reality.
are repeatedly connected to modern contexts, building
Theorists and organisational developers include these
new experiences on top of older theories. This evolution
trends and are thinking of new theories and methods
of leadership centres around the elements WHAT, WHY
to support those facing the challenges of today in
and HOW; examining how people act, re-act and inter-
order to be ready for the world of tomorrow. ‘Resonant
act.
Leadership’ by Daniel Goleman and ‘Theory U’ by C.
Otto Scharmer have dominated the worlds of both Inclusive leadership adds a further dimension to these
change management and personal development. In his concepts of leadership. It continues the trajectory
book ‘Reinventing Organisations’, Frédéric Laloux gives of contemporary trends in leadership development
examples of non-hierarchical organisations around the by putting the focus directly on diverse groups and
globe where leadership is a shared responsibility. individuals.

4 Boyatzis, Richard (2013) In the book the authors argue that ‚resonance is the reservoir of positivity that frees the best in people. At its root, then, the primal job of
leadership is emotional.’
5 Catalyst is an NGO for researching and training in the area of diversity.
6 Catalyst (2017)

Leadership Theories through the Ages 9

Inclusive Leadership - a New Dimension
in Leadership Theories
The terms ‘inclusive leadership’ and ‘inclusive leader’ the means for achieving a goal. ‘Servant leadership
are already being used by different researchers is not a concept, a method or technique – it is an
and practitioners, meaning that there are various attitude or philosophy, which protects growth of
different available definitions. What all definitions life and is going into all parts of life. It lays the basis
have in common, however, is that they centre around for trust for personal and professional growth,
relationships and value personal differences. There are efficient team work, responsibility and energy.’8
also other leadership theories that do not explicitly use In this concept, leadership must care for the
the term ‘inclusive’, but still talk about co-leadership welfare of the employees and partners which the
and value and foster diverse opinions and ways of organisation is serving. Greenleaf calls for a radical
contributing. personal and corporate accountability, focused
personal development and the development of
Below are some theories on inclusive leadership which skills such as system thinking, persuasion, intuition,
were inspirational for the inclusive leadership approach foresight and listening with presence. In the US,
developed within the current project and presented in about one third of all Fortune 100 companies this
this manual. concept.9
♦♦ Psychologist Edwin Hollander writes ‘Inclusive ♦♦ The author and consultant Frederic Laloux writes
leadership is about relationships that can about a non-hierarchical system where structures
accomplish things for mutual benefit. Reaching and processes for self-management are set up. He
leadership at this next level means “doing things describes the leader as someone who supports
with people, rather than to people”.’7 He explains others in becoming leaders themselves and gaining
further that this idea departs from the long- autonomy. ‘Empowerment means that someone
standing tradition of focusing on the leader’s at the top must be wise or noble enough to give
qualities instead of giving attention to the away some of his power.’10 Laloux believes that
followers’ needs and perceptions. He sees inclusive it is possible to create an organisation with no
leadership as oriented significantly more towards differentiation between those who are powerful
the involvement rather than the manipulation of and those who are powerless. He also claims that,
followers by those in power. Respect, recognition, since the world has become more complex, the
responsiveness and responsibility are vital for the ‘predict and control system’ should be replaced
successful implementation of inclusive leadership. by a ‘sense and respond’ approach. Successful
♦♦ The concept of servant leadership was first companies and organisations are those who
mentioned by Robert K. Greenleaf, who put the submit to the evolutionary purpose of humanity by
individual human being at the centre, rather than trusting that they themselves are living organisms

7 Edwin P. Hollander (2008) p. 3

8 Schnorrenberg (2007)
9 Ibid
10 Frederic Laloux (2014) p. 62

Inclusive Leadership - a New Dimension in Leadership Theories 11

 with a sense of direction and individual genius. All of these theories refer to the concept of Catalyst sees inclusion as taking place when
To achieve this, Laloux claims that people should ‘inclusiveness’ in a very broad sense. They fundamentally a person values both the differences between and
no longer wear a professional mask. Instead, they have ‘everybody’ in mind, regardless of cultural the commonalities with others: ‘Inclusive leadership
should be encouraged to pursue wholeness and background, age, sexual orientation, gender, disability, positively impacts everyone – no matter whether you
nurture their spiritual and rational aspects. Laloux personality type, and ways of working etc. This are a man or women, old or young, or of a particular race,
states that so many organisations today feel lifeless way of seeing inclusiveness has also found its way colour or nationality. Anyone can be an inclusive leader,
because very little life is injected into them. Soulful into organisations and companies where principles and everyone benefits from inclusion.’13
practices, he argues, could allow them to lower of inclusive leadership have been developed and
their masks and uncover their humanity. implemented. One example of this is Deloitte, who All of these leadership theories bring in the new
describe an inclusive leader as ‘a person who actively dimension of diversity which can introduce innovation
♦♦ Otto Scharmer, an author and senior lecturer and provide answers for the challenges of today. They
creates a workplace in which diverse talent is fostered,
at MIT, describes leaders as those ‘who engage see that their is a need for leaders to be inclusive in order
whatever the packaging, and in which diverse teams
in creating change and shaping their future, to strengthen team spirit and empower individuals to
operate to their maximum potential, and a person who
regardless of their formal positions.’ He identifies co-create.
understands the link between diversity, inclusion and
a need to move from an ego-system-centric
higher business performance. […] It is about intention,
Inclusive leadership, as outlined in this publication,
awareness of institutional decision-makers to
but it is also about understanding what influences
focuses on the individuals at risk of exclusion by looking
an eco-system reality. ‘Decision-makers across
inclusion (and exclusion) and how to create new habits
at their needs, aspirations and potential and empowering
the institutions of a system have to go on a joint
of behaviour and work practices.’12 They see a big shift in
them to fully participate in society.
journey from seeing only their own viewpoint
no longer leading not from the top but from the centre.
(ego-awareness) to experiencing the system from
For them, diversity means tapping into the wisdom of
the perspective of the other players, particularly
the crowd so that their leaders do not have to carry the
those, who are most marginalised. The goal must
burden alone.
be to co-sense, co-inspire and co-
create an emerging future for their
system that values the well-being
of all rather than just a few.’11 With „All of these theories refer to the concept of ‘inclusiveness’
‘Theory U’ he introduces a process to
in a very broad sense. They fundamentally have ‘everybody’
support companies and institutions in
collaboratively progressing towards in mind, regardless of cultural background, age, sexual
future possibilities and thereby orientation, gender, disability, personality type, and ways of
bringing new things into the world in working etc.”
light of the future.

11 Scharmer, C.O. (2013) p. 12

12 Deloitte (2012) p. 1
13 Catalyst: Course manual (2017)

Inclusive Leadership - a New Dimension in Leadership Theories 12

 Needs and Barriers
with Inclusive Leadership
With this project’s target group in mind, the following part of the group.’17 Most people want to become part environment and empowers migrants and refugees to
motivations and requirements can be given for an of some form of community, whether a family, company, participate fully in society. The experience of refugees
inclusive leadership approach. First, the Universal organisation or society. There exists a desire for their indicates that ‘hostile environments have much to do
Declaration of Human Rights 14 states that all human potential to be acknowledged. These needs became clear with the leadership in the country.’20 Inclusive leadership
beings are equal in dignity and rights, and that in a survey undertaken as part of developing the inclusive is not, however, only necessary on a governmental level.
everyone has the right to work and to favourable leadership approach.18 One of the primary needs of It is also required in companies, organisations and in
working conditions. This declaration should shape the individuals at risk of exclusion was ‘to be accepted general from all individuals in society.
fundamental attitudes of an inclusive leader. as they are’ and to be regarded as an equal, able to
contribute with all of their abilities. A video produced by an organisation that works
Second, the declaration makes clear that ‘social exclusion alongside those who have Down Syndrome explains ‘We
refers to ways in which individuals may don’t have special needs, but just have human
become cut off from full involvement in the needs. […] What we really need is education,
wider society. […] It is different from poverty jobs, opportunities, friends and some love. Just
„Belonging to groups is a primary need for each individual. It
as such. It focuses attention on a broad like everybody else. Nothing special about.’21
range of factors that prevent individuals or makes ourselves attached to an entity external to us. It is the Inclusive leadership meets these needs. It is
groups from having opportunities open to consciousness to belong to something that makes us feeling an approach that avoids the trap of labelling
the majority of the population.’15 This can be comfortable and part of the group” people on the basis of a single deficit or
access to work, housing or other essential disability, for example being in a wheelchair.
goods and services such as transport. ‘Social ‘We have to shift from seeing the deficit to
exclusion can take a number of forms, so seeing the resources and qualities individuals
that it may occur in isolated rural communities cut Migrants and refugees can face different barriers to have’ explained Stephan, a social entrepreneur from
off from many services and opportunities, or in inner social inclusion depending on the country that they Germany who has a visual impairment himself. Autistic
city neighbourhoods marked by high crime rates and come from. Caritas Europe19 has identified cultural people often have exceptional skills in areas such as
substandard housing.’16 barriers (e.g. language, social life and religion), structural mathematics or computer science, but they can lack
barriers (e.g. lack of legal documents for healthcare, bank certain social or communicative skills.22 In such a case,
Furthermore, ‘belonging to groups is a primary need accounts) and socio-economic barriers (employment, an interviewer may simply focus on behavioural and the
for each individual. It makes ourselves attached to an social participation) that can prevent migrants and social abilities in a job interview, thereby missing out on
entity external to us. It is the consciousness to belong refugees from feeling fully integrated. They see the the most important qualities.
to something that makes us feeling comfortable and need for an inclusive Europe which builds a trusting

14 Universal Declaration of Human Rights (1948)

15 Anthony Giddens (2001) p. 323
16 Ibid
17 Citizenship in Youth Work (2017)
18 Survey: 40 people from Germany, Austria and Poland leading individuals at risk of exclusion answered an online questionnaire about their needs, practices and behaviour in daily life.
19 Caritas Europe (2016)
20 Ibid
21 [Link]
22 The UK National Autistic Society

Needs and Barriers with Inclusive Leadership 14

One of the biggest factors in the area of rural exclusion
is limited access to transport. ‘People who do not have
access to their own transport are dependent on public
transport and in country areas such services are limited.
Some villages might be serviced by bus only a few times
a day, with reduced schedules on weekends and holidays,
and no services later in the evening.’23 In a professional
context this means that the selection of jobs or further
educational courses depends on which transport is
available. This also has an impact on the availability of
medical services or schools and nurseries for children.
Inclusion can be supported in these cases by introducing
flexible working hours and creating schedules that fit the
needs of all individuals.

At eye level
‘A social worker from a facility for homeless women in Vienna explained what
was most important for her when working with these women: ‘I view my
clients as neighbours. Whenever a new woman moves in, I try to establish
first a relationship and build trust. I take the time to sit and have a chat with
her. She needs to feel that I am interacting with her as an equal. I offer my
help and accept and respect the decisions she makes for her own life. I think
authenticity plays an important role in building this trust.’
These women are socially excluded because they have lost their homes, an
event which can often result in a vicious circle of losing their jobs and contact
with others etc. This social worker is trying to establish a relationship and
empower these women so that they can be reintegrated into society.

23 Anthony Giddens (2001) p. 328

Needs and Barriers with Inclusive Leadership 15

Benefits of Inclusive Leadership
Based on the Universal Declaration of Human distribution of resources. In a world where
Rights and the needs, aspirations and globalisation has increased the interaction
potential of people at risk of being socially „They act as role models whom others will follow to create between individuals, companies and national
excluded, inclusive leadership seeks to value similarly inclusive surroundings.” governments, inclusive leadership focuses
the intrinsic dignity of every individual by on consciously including and appreciating
recognising their needs and acting accordingly. the contributions of all stakeholders in
This can positively influence everyone to further innovation. In our globalised world ‘innovation a community or organisation. The aim of the
involved in this process. On one hand, the individual provides the seeds for economic and society growth, and individual, both on an organisational and global level,
who is being lead feels valued as a human being and for innovation to happen depends as much on collective is to bring change and innovation whilst balancing
empowered to attain his or her full potential. On the difference as on aggregate ability. If people think alike everybody’s needs.
other hand, leaders who work with motivated individuals then no matter how smart they are, they most likely will
can meet daily challenges with the help of the diverse get stuck at the same locally optimal solutions. Finding
abilities of their followers. Furthermore, inclusive leaders new and better solutions,
share their responsibility, meaning that they are also innovating, requires
released from the burden of liability and obligations they thinking differently. That’s
may be carrying. why diversity powers
innovation.’ 24

Allowing this diversity

„Inclusive leadership can provide answers and innovation to take
place can also help
to global challenges in a time of economic to benefit the whole
disparity, climate change and the unequal company or organisation,
distribution of resources” including through
improved performance,
success, competitiveness,
On a broader organisational level, inclusive leaders sustainability and
can be seen as farmers, planting seeds which will grow resilience.
and lead to more inclusive actions. This can lead to Last but not least,
an organisational culture that consistently produces inclusive leadership can
results which benefit all stakeholders by embracing the provide answers to global
diversities brought by various individuals. challenges in a time of
For a company or organisation, the ability to act as an economic disparity, climate
inclusive leader and allow diversity to flourish can lead change and the unequal

24 Page Scott E. (2008)

Benefits of Inclusive Leadership 17

The Foundations of the Inclusive
Leadership Approach
Creating change and shaping the future is at the heart In order for this to happen, inclusive leadership calls for Inclusive leadership is about fully accepting others
of every leadership activity, and inclusive leadership is certain preconditions to enable openness and inclusion: as they are and for what they are in their authentic
no exception. It includes constructing a shared vision, 1. The acknowledgement and value of everybody’s essence by looking at them on an eye-to-eye level. This
valuing the world we live in and building relationships inherent worth requires openness and the suspension of judgment. It
whilst bearing the authentic self in mind. The following also necessitates a trust that others are governed by
2. An approach based on human rights
definition for inclusive leadership builds on the positive intentions. This trust-based relationship is
foundation given so far in this handbook: 3. Awareness of interconnection the foundation on which inclusive leaders can create
4. The role of power in inclusive leadership a psychologically safe working environment where
5. Courage to share and take over responsibility everyone can speak freely. The freedom to express
oneself authentically leads to a positive state of mind and
Inclusive leadership means having to empowerment and engagement.
the courage to take conscious steps
to break down barriers for people at Ad 1) The acknowledgement and value of
risk of being excluded from society. everybody’s inherent worth Ad 2) An approach based on human rights
Inclusive leaders embody The first and most important element is acknowledging The main foundation for the way in which inclusive
a leadership approach that and valuing everybody’s inherent worth. This means leadership takes into account the inherent worth of all
a shift in focus from seeing people’s deficits to looking individuals, irrespective of diversity, is the Universal
appreciates diversity, invites and at their resources and qualities. Brené Brown, 25 Declaration of Human Rights, which states that
welcomes everyone’s individual a researcher on vulnerability and authenticity, explains we are all equally entitled to human rights without
contribution, and encourages full that feeling a sense of worthiness actually enhances an discrimination. These rights are universal, interrelated,
individual’s sense of belonging. On the other hand, the
engagement with the processes fear of not being good enough keeps people from making
interdependent and indivisible ‘whether they are civil
and political rights, such as the right to life, equality
of decision-making and shaping connections, thus leaving them divided and excluded. before the law and freedom of expression; economic,
reality. The more people feel like they belong, the more they are social and cultural rights, such as the rights to work,
willing to contribute. This is the virtuous action spiral, social security and education, or collective rights, such
The aim of inclusive leadership is to based on the core dynamic of a ‚contributing-belonging’ as the rights to development and self-determination’27
create, change and innovate whilst cycle. and they form the basic values underpinning inclusive
balancing everybody’s needs. Inclusive leaders stimulate this sense of belonging. They
leadership. In its drive to see each individual as a whole,
inclusive leadership strives towards the common good
make people feel valued for their unique identities,
of humankind, and it thus naturally follows that there is
perspectives and talents. ‘The need for uniqueness goes
a consideration of everyone’s dignity and worth.
hand in hand with the need of belonging.’26

25 Brown (2010)
26 Brewer (1991): People have two opposing needs in group settings: the need to belong and the need be unique. When people feel too similar to the other members of a group, they try to set themselves apart in order to feel unique. When people feel too
different from the other members of a group, they feel as if they don’t belong and may try to assimilate by becoming more similar.
27 Office of the high Commissioner

The Foundations of the Inclusive Leadership Approach 19

The human rights based approach of inclusive leadership As our work and lives become more interconnected Ad 4) The role of power in inclusive leadership
fosters attitudes and actions which ensure that the and the outcomes of individual actions are increasingly
human rights criteria (availability, accessibility, quality, unpredictable, simply thinking and acting upon what we The author Lisa Vene Klasen makes a clear distinction
affordability, acceptability) and principles (non- already know is no longer sufficient. In order to meet between ‚power within’, ‚power-over’ and ‚power-with’
discrimination, participation, access to information, the challenges of this century and build a world that is in her writings. In the first case, action proceeds from
accountability and sustainability) are taken into account more resilient, intentional, inclusive and aware, inclusive the ‚power within’, the energy, strength and conviction
throughout the process. leaders need to shift from an ‘ego-systemic’ view that that move individuals and groups from the inside. ‚This
focuses entirely on the well-being of themselves and kind of power has to do with a person’s sense of self-
Two additional sources which foster human rights those around them to an eco-systemic awareness worth and self-knowledge; it includes an ability to
specifically for the target group of this project are the that emphasises the well-being of everyone, including recognise individual differences while respecting others.
‚Convention of the Rights of Persons with Disabilities’ themselves. ‚Today’s economic reality is embedded in ‘Power within’ is the capacity to imagine and have hope;
and the ‚International Convention on the Protection of a global eco-system of environmental, social, political, it affirms the common human search for dignity and
the Rights of all Migrant Workers and Members of Their and cultural contexts that are highly intertwined and that fulfilment’.31
Families’. The essence of these two conventions is to view evolve in uncertain, complex, and volatile ways. These
these individuals not as objects of a charity or work-force In the second case, action proceeds from the ‘power-
conditions require a mind-set of decision-makers that is
but as full and equal members of society with human over’, meaning that one person or party exercises
more open, attentive, adaptive, and tuned in to emerging
rights that need to be respected. control over another person through the use of formal
changes. Instead, what we often observe in current
authority, position and the allocation of rewards and
reality is a disconnect between reality and awareness.’29
Ad 3) Awareness of interconnection The result is a continuous internal conflict which leads
punishments. Here, power is seen as a win-lose kind
of relationship. Having power involves taking it from
to rivalry, marginalisation, exclusion, disconnection,
One of the main leadership challenges in today’s someone else and then using it to dominate and prevent
isolation and an overuse of scarce resources.
environment is about being able to see the full picture others from gaining power themselves. This raises
or to consider the effects produced by a leader’s actions, Inclusive leadership shifts from seeing only one the question whether there is a place for inclusive
whether on others or in a wider context, including individual’s viewpoint ‘to experiencing the system leadership in hierarchical contexts. Although this kind
on distant communities and on our planet with all its from the perspective of others, particularly those who of structure makes it more challenging to practice an
resources. An awareness of the interconnectedness are most marginalised. The goal must be to co-sense, inclusive leadership approach, in such a case power could
is what supports an inclusive leadership practice. This co-inspire, and co-create an emerging future for their be used to support individual dignity by empowering
awareness of interdependency is the path to a systemic system that values the well-being of all rather than others rather than making them powerless. ‚Power is an
and holistic view. Peter Wuffli argues that leaders just a few. This is not just an ethical but an economic individual, collective and political force that can either
are called to address challenges that are increasingly imperative’30 undermine or empower citizens and their organisations.
interdependent. For this reason inclusiveness is essential It is a force that alternatively can facilitate, hasten or halt
for bringing together the experience and understanding the process of change”.
of all sectors (business, government, civic).28

28 Peter A. Wuffli Inclusive Leadership: A Framework for the Global Era – Springer (2015)
29 Scharmer, C. Otto, Kaufer K. (2013)
30 Ibid
31 Vene Klasen Lisa; Miller Valeries (2007)

The Foundations of the Inclusive Leadership Approach 20

When exercising inclusive leadership, power should be self-harm’34. Disempowering people who have
considered as the vital energy that drives each person to great ideas, experiences and energy to contribute
act and enact a change in their direct environment. This might lead to missed opportunities that could have
affects the leader as well as the follower. Power refers to a significant impact on the positive and long-term
the unique potential of individuals to shape their life and results of any changes.
world. When based on mutual support, this opens up the
possibility of joint action or ‘power with’32. Power with Power can be considered as the engine of
has to do with finding common ground among different leadership: it can potentially be present in
interests and building collective strength. Based on everyone involved, whether leader or follower.
mutual support, solidarity and collaboration, power From this perspective, inclusive leadership ignites
will multiply individual talents and knowledge. „Power a circular function of co-leading, where individuals
with” can help build bridges across different interests are able to simultaneously lead each other through
to transform or reduce social conflict and promote very small actions. Inclusive leadership enables
equitable relations.’33 everybody to tap into the wealth of their resources,
creativity, ideas and motivation to move forward,
Inclusive leadership is based on the assumption that each thus fully enabling both individual and group
individual has the power to make a difference and that‚ potential to flourish and to be expressed.
powerlessness is the most dangerous state that we can
ever experience. It leads to violence, isolation, shame,

Being an inclusive leader means challenging and empowering

In a company there was a staff member with psychosis. Her manager learned that he needed to treat her in a strict way when she was experiencing a negative
mood, or else she would simply build up negative emotions. One day the weather was not very nice and the staff member was already nervous about leaving the
office to go to the post-office. Although he was aware of this, the manager told her strictly that it was her responsibility to go. Five minutes after she had gone,
a heavy thunderstorm started and the manager began to feel very guilty for sending her out. 10 minutes later she came back, totally wet but laughing loudly. She
said “I’d made of tougher stuff!”
In this example the manager applied an inclusive leadership approach. He took into account his knowledge of her psychosis and that he had to be strict due to her
personality. Inclusive leadership does not mean pampering others, rather it involves challenging and empowering within their possibilities. The manager used his
‘power with’ to support her in keeping her responsibilities and going a step beyond. He cared for her by catching up with her when she returned. In the end, the
experience was beneficial for her because the manager had made her go beyond her comfort zone and thereby develop a new capacity.

32 Ibid
33 Ibid
34 Brené Brown (2013)

The Foundations of the Inclusive Leadership Approach 21

Ad 5) Courage to share and take over responsibility to speak and act on the truth as she perceives it, despite they can empower and facilitate the self awareness
external inequities in a relationship, is a force to be of all those who are involved. ‚Dynamic followers
Despite the formal responsibility that the different roles reckoned with.’36 recognise their own aspirations in the leader’s vision.
require in an organisation or society, the goal for both They follow their own light, which the leader intensifies.
leaders and followers is to be fully engaged, accountable It might be argued that there are people who feel They give 110%, not because the leader “motivates
and responsible for the actions that they organise and perfectly satisfied and comfortable in following rather them” but because they are inspired - the spirit of the
carry out. In this regard, leaders and followers are at than making decisions themselves. In this case, practicing activity is within them. They are interdependent with,
the same level because they are both responsible for inclusive leadership means exploring the reason not dependent on, the leader. They add value to both
constructing a unified purpose that prompts unified why people are unwilling to express themselves and themselves and the leader through this relationship.’37
actions. challenging them to go beyond of their comfort zones.
Inclusive leaders support individuals by acknowledging
Inclusive leadership means that everyone takes and valuing their personal resources. Through reflection,
responsibility for the inclusion, culture and success of
their organisation or society as a whole, not just for
their own role or area of work. ‚Leadership works best
when it is provided by teams of gifted leaders serving
together in pursuit of a clear and compelling vision’35
Inclusive leaders should invite team members to take
up responsibility so that everybody can feel part of the
entire process. They should empower team members by
valuing their potential and motivate them to go out of
their comfort zones. This kind of responsibility promotes
everybody’s leadership potential.

This sharing of responsibility takes courage from both

sides. Leaders need to be courageous in letting go of
their authority and their power in that they welcome
others into the virtuous cycle of shared leadership.
Followers show courage by letting go of their fears of
being vulnerable and by stepping out into the unknown.
This does not mean they are taking up a leadership role,
rather they are critically choosing what actions to be
involved in. Courage then becomes ‚the great balancer
of power in relationships. An individual who is not afraid

35 Barna George (2001)

36 Ira Chaleff (2009)
37 Ibid

The Foundations of the Inclusive Leadership Approach 22

The Inclusive Leadership Approach
24
Building on the foundation outlined in the previous individuals involved in a project or process. Many of the qualities are behaviours or skills that
chapter, including: can be find across different leadership concepts. The
Each area includes a list of qualities that characterise combination of all these qualities is pivotal for an
♦♦ Acknowledging everybody’s inherent worth a leader. These are easily identifiable behaviours, abilities inclusive leadership approach. As a starting point it can
♦♦ A human rights based approach and skills for individuals adopting an inclusive leadership be helpful for leaders to practice the qualities that come
approach. more naturally to them and those that are intimately
♦♦ An awareness of interconnection
These qualities support individuals in becoming inclusive connected with their personal vision.
And understanding the relationship between: leaders in each specific area. The list is non-exhaustive
♦♦ The role of power and and is meant to indicate a general direction.
♦♦ Responsibility

In connection with inclusive leadership there are four

development areas for learning or improving inclusive
leadership.

In their daily routine, inclusive leaders should:

♦♦ Practice self-awareness
♦♦ Live a shared vision
♦♦ Build relationships and
♦♦ Create change

Each development area was chosen with the aim of

having an ongoing process, where inclusive leaders can
develop gradually.

All four areas are interconnected and exert an influence

on each other.

Communication is the overarching topic which plays

an important role in each of the four areas, and also
connects them to each other. This includes being able to
listen to others within the organisation and to all affected
stakeholders, as well as being able to listen to one’s own
senses at a given moment. This also includes the skill of
being able to communicate a vision and other ideas to all

The Inclusive Leadership Approach 25

The Development Areas
for Inclusive Leadership
 Development Area 1: consistently with these communicated views. They
recognise that they are role models and consciously
Why is it relevant for inclusive leaders to practice
Practising Self-Awareness undertake this duty. They understand that mechanisms self-awareness?
of power, are part of reality and know how to use them
Being aware of oneself is the basis for future actions.
In this area, the inclusive leaders themselves are in responsibly. They are willing to balance power inequality
Leaders who know their personal patterns of behaviour
the spotlight. Practising self-awareness is a process through empowerment.
can more easily adapt to new challenges. Self-awareness
of personal development that aims towards becoming
empowers individuals to be ready internally41 to live
or improving as an inclusive leader. It is
up to their potential in a specific time and
about having an open mind and learning or
place. Being able to consciously live in the
unlearning in order to act in an authentic way.
This includes knowing individual strengths, „Being aware of oneself is the basis for future actions. Leaders here-and-now means learning how to connect
the present context to their previous habits
values and convictions, as well as limitations, who know their personal patterns of behaviour can more and abilities. This, in turn, means being more
fears, stereotypes and prejudices. It also easily adapt to new challenges.” inclined to adapt to a changing world.
means being aware that these are not static
and are constantly developing and changing Feeling secure42 plays an important role in any
due to internal and external changes. working environment. For the target group
Practicing self-awareness includes an acceptance of of disadvantaged individuals this becomes even more
one’s true self and corresponding action. Brené Brown Showing your own authentic self to others, including your
important. Being authentic in a leadership role means
describes authenticity as ‘the daily practice of letting emotions, can make leaders feel insecure. Vulnerability
being open and transparent when acting according to
go of who we think we’re supposed to be and embracing means admitting personal mistakes when you are
the communicated views, e.g. stating the same opinion
who we are. […] I’m referring to that gentle wonderful heading in the wrong direction or failing. Catalyst39
to different stakeholders. Showing integrity will build up
way of showing up in the world exactly the way you are describes this as one of the successful patterns of
trust with other individuals and groups and will create
without trying to hinder other people, but at the same behaviour for inclusive leaders: ‚You admit mistakes;
a safe working environment. It will also contribute to
time without changing, who you are to fit into some you accept and learn from criticism and different points
individual well-being.
pattern set for you.’38 It is about respecting your own of view; you seek contributions of others to overcome
real nature, since this is a step towards accepting others limitations.’40 This ability to be open, e.g. apologising For leaders, to be authentic and to allow themselves to
for who they truly are. It is because of this that self- when you made a mistake, requires the courage to display weakness takes pressure off them and everybody
acceptance is a key quality in allowing inclusion to take overcome personal stereotypes, prejudice, judgements else. This allows them to be truly themselves, to make
place, since it also allows others truly to be themselves. and fears. mistakes and to be imperfect (just like everybody else).
Additionally, not having to fill a certain perhaps unnatural
Inclusive leaders are clear and transparent about role can help to reduce the stress level.
their own convictions and motivations, and they act

38 Brown Brené (2014)

39 Catalist is a non-profit organisation that conducts research on the topic of the inclusion of women
40 Catalyst (2017)
41 Reflect (2016)
42 SHRM-study (2016)

The Development Areas for Inclusive Leadership 27

 Being an anchor in their new world
Maria works with two young migrants from
Afghanistan as a volunteer. She understands her
role as being available for these young people and
leading them when necessary. This is not without
friction or misunderstanding. It was important for
Maria to reflect on the conversations or ‘non-
conversations’ and not to take them personally.
She regularly let the young people know that they
were welcome to come and see her and her door
was open so that they could approach her with
any topic. One day, after several months of non-
openness, one of the young migrants came to talk
about his challenges with the residence permit. It
was important that Maria was reachable for him
like an anchor. He himself took an active part in
finding a solution for this threatening situation,
but she was approachable and always by his side
like a sparring partner.

The Development Areas for Inclusive Leadership 28

Qualities that help individuals to be inclusive behaviours etc. The list is non-exhaustive and is meant to knowledge, skills and practice, all of which can be
indicate a general trajectory. Some of these qualities may acquired through many different techniques and
leaders appeal to you more than others. methods. Ongoing reflection is also essential in order to
continuously improve and develop any of the qualities
The following qualities describe what it means for you Example: Constantly challenging your personal below.
to become an inclusive leader in this specific area. These stereotypes and prejudices about inclusion is not
qualities can be knowledge, skills, attitudes, practices, only a decision you take. It is a process that requires

YOU practise inclusive leadership when YOU: Questions for personal reflection
♦♦ How would you describe yourself as a leader?
What is your personal headline?
1. Accept that imperfection is a part of reality ♦♦ Where do you see your personal strengths and
2. Are aware of the processes behind stereotypes limitations?

3. Constantly challenge your personal stereotypes and prejudices about inclusion ♦♦ What core values and convictions do you build
your leadership role on? How do they affect your
4. Admit personal mistakes and show vulnerability daily actions?
5. Ask for and listen to feedback
6. Practice self-reflection
My notes:
7. Practice mindfulness43
...............................................................................................................
8. Have empathy with yourself
...............................................................................................................
9. Are approachable
...............................................................................................................
10. Know and act to your personal strengths
...............................................................................................................
11. Are able to interact with your limitations
12. Know and act according to your personal values ...............................................................................................................

13. Know how to use your power with responsibility ...............................................................................................................

14. Understand the interdependence between people and circumstances ...............................................................................................................

15. Have a desire to learn and unlearn ...............................................................................................................

43 Mindfulness is a mental state achieved by focusing one’s awareness on the present moment, while calmly acknowledging and accepting one’s feelings, thoughts, ...............................................................................................................
and bodily sensations. Mindfulness is a very simple form of meditation practice that starts by focusing one’s full attention on the breath as it flows in and out of the
body. It allows one to observe thoughts as they arise in one’s mind and, little by little, to stop struggling with them.

The Development Areas for Inclusive Leadership 29

 Development Area 2: the ability to look beyond daily business operations and
communicate the bigger picture.
Why is it relevant for inclusive leaders to live
Living a Shared Vision a shared vision?
This also requires courage to follow a vision and to take
up the responsibility for implementing this vision for Inclusive leaders create or co-create a common vision
This area is about creating and living a common vision.
change. To this end, inclusive leaders need to understand by allowing a set of practices that enable this kind
Inclusive leaders question the current reality and
the systems in, for and with which they are working and of deep seeing, ‘sensing’, to happen collectively and
thereby enable a vision to emerge. Ideally, this is done
should be aware of the specifics, potentials, problems across boundaries. When sensing takes place, the
through a process of co-creation where everybody can
and needs of these systems. They must have the ability group as a whole can see the emerging opportunities
contribute their own knowledge and experiences. In
to communicate: ‚Innovation in complex systems and the key systemic forces at stake.48 They create the
order to develop a vision to be shared with and taken
requires us to be multilingual, to connect to the various space to imagine a better reality and allow others to
up by all stakeholders, as many and as diverse people
stakeholders about the issues that matter to them. paint a picture of the expected and desired future for
and interest groups as possible must be involved in the
Complex problems require complex solutions. That everybody, something which benefits everyone. This
development and subsequent advancement of this vision.
means that single-focus approaches are almost certain vision leads the way and allows everybody to play a part
This applies both to groups with a high level of attention
to fail. Instead, we need to master the art of broadening and contribute in accordance with individual abilities
and a strong voice in any given context, as well as to
and deepening the definition of the problem to get all and strengths. Having a clear understanding of the vision
other groups which receive little to no attention.44 This
of the relevant parties […] committed to participate.’46 and mission of an organisation where people are working
contributes a broader picture of the reality individuals
In communicating, they keep an open mind in order to is, according to a study conducted by SHRM,49 one of
experience and live in to the developing process. In order
adopt or change the vision if this is necessary in light of the drivers for higher job satisfaction and increased
to allow individuals to contribute and to bring in their
emerging realities. Thus inclusive leaders also needs the engagement. It gives individuals a sense of purpose and
ideas, Otto Scharmer suggests loosening your own idea
courage to let go of the past in order to create space for promotes their wellbeing.
without necessarily giving it up: ‚You lead by painting
a picture that is intentionally incomplete; you make a few the future to develop. Inclusive leadership ‚responds to
For any company or organisation it is their vision that
strokes; and you leave lots of blank space that others can the current waves of disruptive change from a deep place
leads the way. This will support the right people working
add to and participate in. By operating this way, you shift that connects us to the emerging future rather than by
there and detect the right stakeholders to support
the power dynamics from ownership to belonging.’45 reacting against the patterns of the past, which usually
the vision. Furthermore, it will keep the company or
means perpetuating them.’47
organisation on track to reach their vision.
Inclusive leaders are ready to take risks and have the
courage to think big in order to create a vision that can
benefit all connected individuals, groups and the system
as a whole. This also means that leaders should have

44 In a project management context this is referred to as ‚user representation’. See AXELOS (2009) p. 65 and European Commission (2016) p. 136.
45 Otto Scharmer (2009) p. 384
46 Scharmer (2013) p. 171
47 Scharmer, C.O., Kaufer K. (2013)
48 Scharmer, C.O. (2016)
49 SHRM-study (2016)

The Development Areas for Inclusive Leadership 30

 Creating a shared vision:
One volunteer working with migrants in an
asylum centre explained: ‘We were sitting in
a circle, all of us who spend time here in the
asylum centre. We came together to create
a common vision about how we could be
a positive influence here. Through talking about
and listening to each other’s dreams, somehow
a community feeling began to grow between us.
We got to know each other in a different way
and heard each other’s needs and hopes. It was
beautiful and at the end it was easy for each of
us to commit to our dream asylum centre and to
make it come true together.’
This method of sharing their dreams helped
a diverse group of people to understand the
needs of the other individuals and to get to know
the others. Step by step their vision became
clearer. Through this process, everybody was
committed to this vision and to making a change.

The Development Areas for Inclusive Leadership 31

Qualities that help individuals to be inclusive qualities can be knowledge, skills, attitudes, practices, Example: ‚Courageously going in new directions’ is not
behaviours etc. The list is non-exhaustive and is meant to only a decision you take. It is a process that requires
leaders indicate a general trajectory. Some of these qualities may knowledge, skills and practice, all of which can be
appeal to you more than others. acquired through many different techniques and
The following qualities describe what it means for you
methods.
to become an inclusive leader in this specific area. These

YOU practise inclusive leadership when YOU: Questions for personal reflection
♦♦ What makes you feel a part of your company or
organisation?
1. Have both a ‚functional’ goal and a ‚social’ goal ♦♦ How are you developing your vision in the team?
2. Check if the vision is benefitting the whole system Who is involved in the process? Who could still be
included?
3. Continuously build up knowledge about the different areas where you work
♦♦ Where can you take a step forward in
4. Courageously pursue new and unexplored paths or solutions ‘courageously going in new directions’?
5. Are able to identify resistance
6. Are prepared to handle resistance
My notes:
7. Are prepared to take responsibility for creating change
...............................................................................................................
8. Invite others to dream with you and to start moving in a common direction
...............................................................................................................
9. Are able to question the current situation
...............................................................................................................
10. Are able to facilitate the development of a vision
...............................................................................................................
11. Are able to communicate a vision to different stakeholders
12. Are able to develop a clear picture of the change that needs to occur ...............................................................................................................

13. Strive to see the whole picture both inside and outside of the organisation ...............................................................................................................

14. Understand that you will never be able to see the whole picture by yourself ...............................................................................................................

15. Keep an open mind to allow the vision to be adapted or changed ...............................................................................................................

...............................................................................................................

The Development Areas for Inclusive Leadership 32

 Development area 3: rather than focusing on their deficits, e.g. a person who
has a visual impairment or a migrant who is not yet able
Shift the focus from seeing deficits to
Building Relationships to speak the language well. Inclusive leaders will strive to
be aware of any barriers that could prevent others from seeing the strengths in others
One of the skills that every leader needs is to be able to active participation, e.g. in the case of a migrant they
build bridges within and between different teams and could ask everybody to speak slower, or for a persons Stephan is visually impaired himself and has
groups. They should be able to invite and unite through with visual impairment they could use facilitation had various experiences throughout his career
dialogue and generative relations people from all methods that are not paper based, or for someone from that were the complete opposite of inclusive
different stakeholder groups in order to bring a vision to a rural area they could organise the meeting for a time leadership. He explains: “As a manager with
life. Building relationships is particularly relevant within when they are available. Inclusive leaders will value the a handicap, I know both my strengths and my
two main groups: the people you closely work with and contribution of all individuals involved and accept their weaknesses very well, making me particularly
the wider internal and external network of people who different ways and different timings for accomplishing sensitive to the needs of my colleagues.
are also linked to your success. tasks.
This allows me to start with people where they
Inclusive leaders have the ability to create are and to shape professional procedures in such
„Inclusive leaders create a safe working environment. a sense of belonging for the individuals a way that everyone can work well - obviously
involved, especially for those who are at whilst maintaining a clear sense of the optimal
They build an atmosphere of trust and acceptance risk of exclusion. ‘It requires an explicit
procedures from an economic perspective. The
where people are not labelled.” openness to diversity regardless of cultural,
real skill is to be able to keep an eye on both the
geographical or law established borders.
It also requires the capacity to deal with
employees with their individual strengths and
Inclusive leaders focus on creating and promoting emotions by taking them into account and to provide the company’s profitability. To be very practical:
authentic relations among their team members whilst spaces for emotions to be peacefully expressed and sending a colleague like myself with impaired
being aware of potential barriers for people who are shared.’51 Individual and group reflection are important vision to make photocopies or asking them
at risk of being excluded. They strive to empower elements throughout this process for staying in touch to create a presentation would be a waste of
each individual and support self-reliance by sharing with reality. time. But making use of me as a creative and
responsibilities and developing the competences of each commercially-minded individual by involving me
individual. This can be done through the means of small Inclusive leaders create a safe working environment.
in the development of a new product makes a lot
drivers: ‘Leadership requires simple action that anyone They build an atmosphere of trust and acceptance where
of sense. For us, inclusive leadership means being
can do – e.g. be willing to stand out from the crowd, or people are not labelled. They allow others to bring their
energy, passion and creativity into their work. Laloux open to supporting the talents of our employees.
support a new idea, or ask a difficult question when no Within the realm of their responsibility, they are
one else is asking.’ 50 suggests starting by raising awareness about the words
and actions that can create or undermine a safe working expected to do what they’re good at. Both the
Empowerment also includes valuing everybody’s worth. environment. Ground rules can include unacceptable employees and the company profit from this.”
This means looking at the qualities each individual has patterns of behaviour or expressions: ‘Behaviours

50 Catalyst: Training manual (2017)

51 Council of Europe (2017)

The Development Areas for Inclusive Leadership 33

include, but are not limited to, name-calling, ridicule, conditions’54 and are an important element for being team spirit increases performance. Catalyst found out
sarcasm, or other actions which “put down” people.’52 inclusive. that in six countries, the more included employees felt,
Laloux is not suggesting that conflict is inevitable, but he the more prepared they were to engage in team dynamic
recognises that hostile behaviour is always a possibility. Studies have further demonstrated that ‘followers’ behaviours - going above and beyond the ‘call of duty’
needs are satisfied not only by tangible ways, but also to help other team members and meet group working
Further Inclusive leaders will build trust and cooperation through such intangible rewards as support, fairness and objectives. Furthermore, ’in all six countries, the more
within the organisation and with all relevant external being heard.’55 Building authentic and open relationships included employees felt, the more innovative they
stakeholders. Inclusive leaders practice listening at an supports a safe environment where everybody can reported being in their jobs.’56
empathic and generative level, especially in contexts participate freely and where these intangible needs can
where people are challenged more because of their be met. For the inclusive leader, building relations can release
specific diversities. This can lead to teams coming up pressure as they work alongside other motivated
with a wide range of solutions to meet their challenges. Additionally, building relationships creates and individuals who are willing to accept their responsibilities
Listening with genuine interest and maintaining a truly strengthens team-spirit. Studies show that a positive and to contribute with all of their strength and energy.
open mind can also help when connecting with others:
‘If you want to change others (other stakeholders), you
need to be open to changing yourself first. If you need to
change the system, but you cannot use hierarchy to do
it, then the main leverage you have is the quality of your
relationships with the other stakeholders. That’s what
you must build and strengthen. And that means to be
open to change yourself first.’53

Why is it relevant for inclusive leaders to build

relationships?
All types of communication that involve actively
listening with your full body and making a real effort
to understand the other’s world will help you connect
with individuals and are a good starting point for
equality. They will open the door for ‘favourable working

52 Frederic Laloux (2014) p. 153

53 Scharmer (2013) p. 171
54 Universal Declaration of Human Rights
55 Hollander Edwin (2008)
56 Prime Janine, Salib Elisabeth R. (2014)

The Development Areas for Inclusive Leadership 34

Qualities that help individuals to be inclusive practices, behaviours etc. The list is non-exhaustive and can be acquired through many different techniques and
is meant to indicate a general trajectory. Some of these methods. Ongoing reflection is also essential in order to
leaders qualities may appeal to you more than others. continuously improve and develop any of the qualities
below.
The following qualities describe what it means for you to Example: ‘Seeing the resources and qualities in others’
become an inclusive leader in this specific area. is not only a decision you take. It is a process that
requires knowledge, skills and practice, all of which
These qualities can be knowledge, skills, attitudes,

YOU practise inclusive leadership when YOU: Questions for personal reflection
♦♦ How do you empower your team members?
1. Shift the focus from seeing deficits to seeing resources and qualities in others
♦♦ In what way can you create a safe environment for
2. Value everybody’s inherent worth your team so that everybody can contribute?
3. Establish a two-way communication across boundaries ♦♦ Who are your most important stakeholder
4. Are willing to trust others and share responsibility groups? How do you keep in contact with them?

5. Value the contribution of others

6. Accept different ways of acting My notes:
7. Are able to see and reduce barriers ...............................................................................................................
8. Aim for others to become self-reliant and self-confident ...............................................................................................................
9. Create an safe environment that allows everybody present to participate freely
...............................................................................................................
10. Recognise the needs of individuals and of the team
...............................................................................................................
11. Recognise that there is diversity within each diversity57
...............................................................................................................
12. Support others in growing, improving and attaining their goals
...............................................................................................................
13. Intentionally connect (with) people and groups
...............................................................................................................
14. Listen with genuine interest
15. Are aware that you are a role-model and act as a role-model ...............................................................................................................

...............................................................................................................
57 Example: Every migrant is unique. They come from different countries and have different languages, levels of education, knowledge and experiences.

The Development Areas for Inclusive Leadership 35

 Development Area 4: with insecurity. ‘Leading change requires courage most
of all: the courage to go to the edge and leap into the
Why is it relevant for inclusive leaders to create
Creating Change unknown.’60 This means that they allow for moments of change?
uncertainty and that they are prepared to be surprised
Creating change is the essence of leadership and it
This area is about making change happen and managing and to change their strategy in accordance with their
is therefore also the essence of inclusive leadership.
projects in order to achieve your vision. Inclusive current situation.
Scharmer describes leaders as ‘all people, who engage
leaders will create the conditions for change by co-
Inclusive leaders are willing to share responsibility in creating change or shaping their future, regardless of
building a strategy for implementation (e.g. setting goals,
and make every effort to value the strengths and their formal positions.’63 They are willing to look at the
planning steps) and by finding the necessary resources.
contributions of every individual. Within the complexity bigger picture in the world and want to become active
Knowledge and skills regarding project management
of the 21st century Fredmund Malik, a researcher and in driving change for a better future. Fredmund Malik64
tools are helpful at this stage, but this knowledge can
author in the area of management, sees the need for new highlights the fact that leadership is not only about
also come from team members. The inclusive leader will
ways of thinking and working. For him the basic principle characteristics and personality traits. More importantly,
focus equally on people, products and procedures whilst
of good management is being able to organise a complex it is about taking actions, implementing goals and
remaining flexible. ‘Inclusive leadership looks at what is
system that can widely regulate itself and which can generally managing in order to reach results. In this sense
needed in the context to help in such way as improving
continuously renew and evolve itself.61 For inclusive inclusive leaders are taking actions or creating change
problem solving and attaining mutual goals.’58
leadership that means that ‘the heart of the matter is with their teams in order to fulfil their collective vision,
Inclusive leadership ‘involves much more than direction that workers and employers are seen as reasonable whilst ensuring that people at risk of exclusion are taken
of activity, but requires informing and supporting people that can be trusted to do the right thing. With into consideration.
followers and their necessary activities, as well as that premise, very few rules and control mechanisms are
representing and standing up fairly for their interest.’59 needed.’62
Inclusive leaders will set goals together with their team
members, just like other leaders. They will,
however, take particular care to foster the
talents of each person in their team. They
carry forward the decisions taken by their „Inclusive leaders allow for moments of uncertainty and that
team into any internal or external structures. they are prepared to be surprised and to change their strategy
Inclusive leaders are aware of their global in accordance with their current situation.”
context. They know about the different
situations in the world and are able to deal

58 Hollander (2008) p. 7
59 Hollander (2008) p. 8
60 Scharmer (2013). p. 172
61 Malik (2014)
62 Laloux (2014) p.80
63 Scharmer (2009) p. 5
64 Malik (2014) p. 33

The Development Areas for Inclusive Leadership 36

 Creating change
A student named Ania worked in two
organisations in Poland: the students’ union and
the disabled students’ association. She realised
that these organisations did not know each
other although they had similar goals in terms of
working for students and for their rights. Ania’s
vision was to connect these groups better. She
invited two students with hearing difficulties
to run a sign language course for students and
academic teachers over the course of several
weeks. The course became very popular in the
academic environment and it was finally even
included in the regular pedagogic programme.
This course raised awareness for the needs of
people with disabilities and it led to the students’
union appointing a new student representative
for other students with disabilities.
Ania saw the challenges of not communicating
between the 2 organisations. She became
active and created this learning opportunity for
students (making a change). For the students
it was a safe environment to learn the new
language which led to more contacts between
students with and without hearing difficulties,
even outside of the course.

The Development Areas for Inclusive Leadership 37

Qualities that help individuals to be inclusive behaviours etc. The list is non-exhaustive and is meant requires knowledge, skills and practice, all of which can
to indicate a general trajectory. Some of these qualities be acquired through many different techniques and
leaders may appeal to you more than others. methods. Ongoing reflection is also essential in order to
continuously improve and develop any of the qualities
The following qualities describe what it means for you Example: ‚Setting goals together and making below.
to become an inclusive leader in this specific area. These arrangements based on what people are able to do’
qualities can be knowledge, skills, attitudes, practices, is not only a decision you take. It is a process that

YOU practise inclusive leadership when YOU: Questions for personal reflection
♦♦ Does your everyday work include carrying
forward decisions made by the team?
1. Trust that everybody is acting with good intentions ♦♦ How would you define a safe environment that
2. Create a safe working environment that allows space for everyone to display promotes innovation and creativity?
innovation and creativity ♦♦ What is the first action you could make to be
more inclusive when creating change?
3. Find the right place for each person based on their talents in order to achieve
specific results
4. Courageously stand up for the others My notes:
5. Create a sense of belonging for others ...............................................................................................................
6. Accept imperfect results ...............................................................................................................
7. Stay in touch with reality (‘real-life check’) ...............................................................................................................
8. Set goals together and making arrangements based on what people are able to do
...............................................................................................................
9. Carry forward decisions made by the team
...............................................................................................................
10. Are able to predict risks and explain these to the team
...............................................................................................................
11. Allow for reflection during each step of the process
...............................................................................................................
12. Allow for flexibility when designing the process
...............................................................................................................
13. Focus on taking care of the big goals and on the overall quality
14. Encourage creativity and responsibility ...............................................................................................................

15. Are prepared to be surprised

The Development Areas for Inclusive Leadership 38

Impact of Inclusive Leadership
Inclusive leadership is an inspirational approach for when facing challenges, since groups, individuals and dimension. Ideally, inclusive leaders shift the attention
practitioners who are working with or leading others teams share in the leader’s power and responsibility for from themselves (ego), as an individual focused on
who are at risk of being excluded from society. The realising their vision and creating change. their own benefits or in the best case on the benefit
theoretical difference between leadership and inclusive of the organisation in which they operate, onto the
leadership may appear to be small, however a change Relational and organisational level: eco system. This means that inclusive leaders have
or variation in your attitude, behaviour and knowledge a wider perspective which takes into account the
can make a significant and visible difference. This might Inclusive leadership is based on the assumption that effects produced by their actions on a larger scale. This
mean, for example, listening to others with genuine all individuals are have equal worth and that they can leadership focuses equally on the micro and the macro
interest, having the courage to speak up on behalf of express themselves freely, thereby enjoying authentic levels and makes every effort to create sustainable
someone else, or breaking down invisible barriers for relationships. In teams, companies and organisations, this changes that ‘meet the needs of the present without
a particular individual. The impact of this can be seen on open and trustful environment can contribute towards: compromising the ability of future generations to meet
different levels: their own needs.’
♦♦ higher levels of commitment and satisfaction;
♦♦ improved ethics, a sense of collective wellbeing and
Personal level: psychological safety;
Inclusive leaders benefit from being self-aware and ♦♦ being better able to resolve interpersonal conflicts
knowing and understanding their own strengths and and being more satisfied as a result of having
weaknesses. This can contribute towards: effectively worked through conflicts;
♦♦ bringing who you are to how you lead; ♦♦ having a lower turnover since people no longer
♦♦ acting consciously rather than reacting passively, suffer from emotional exhaustion, e.g. because they
being driven by habits or patterns of behaviour that can be themselves and openly express different
are neither useful nor effective; opinions.

♦♦ being in good psychological health since you can ♦♦ improved professional and team engagement and
sincerely accept who you are, thereby aligning your performance;
mind, heart and body; ♦♦ greater creativity and innovation, which naturally
♦♦ having a positive outlook on life, as imperfections lead to better results
and failures are seen as the inevitable ♦♦ increased competitiveness and resilience within
imperfections in life that become essential systems and organisations.
elements from which you can learn how to do
things differently in the future;
♦♦ being more compassionate to yourself and to
others. Societal and environmental level:
Moreover, in many situations implementing inclusive The influence of inclusive leadership even goes
leadership can allow the leader to no longer be alone beyond the personal, relational and organisational

Impact of Inclusive Leadership 40

Conclusion
This handbook is intended to be an inspirational source your company or organisation to grow by taking the
for individuals who want to make the move towards strengths of all individuals into account.
inclusive leadership. It is also for practitioners who are
Last but not least, inclusive leaders can exert
already working with or leading people at risk of being
a greater influence on a social and environmental
„The impact of making the journey
excluded from society and who would like to challenge
themselves in their personal role as a leader. level by acknowledging and taking into account the towards inclusive leadership can be
interconnectedness of the various systems around them. minor or major, depending on where
Becoming an inclusive leader is not about completing Ideally, this means that inclusive leaders are able to fulfil
you currently stand in your leadership
a to-do-list. It is an invitation to develop an attitude the goals of the report of the World Commission on
that fully accepts others with all their strengths and Environment and Development: ‘to meet the needs of role and what approach you take. ”
weaknesses, thereby empowering them to take a step the present without compromising the ability of future
forward. Inclusive leaders make their journey one step generations to meet their own needs.’
at a time by taking actions, observing and sensing the
context around them and reflecting on the different Wishing you an exiting and safe journey on your path to
decisions that have been made. They are willing to learn inclusive leadership!
and challenge themselves to go the extra mile to become  
inclusive. This is an ongoing journey that requires small
steps and time to be achieved.

The learning journey to inclusive leadership is

supported by two additional tools. In the manual
‘Inclusive Leadership - Manual for Trainers’, leaders
can find activities to support others in nurturing and
developing the qualities that listed in the 4 areas above:
practicing self-awareness, living a shared vision, building
relationships and creating change. In the online tool
QuickCheck on Inclusive Leadership
([Link]), leaders can complete
a self-assessment and discover where they stand in terms
of inclusive leadership.

The impact of making the journey towards inclusive

leadership can be minor or major, depending on where
you currently stand in your leadership role and what
approach you take. On the personal level this can lead to
the empowerment of individuals by challenging them to
go beyond their comfort zone. On an organisational level
this can help you create an open atmosphere that allows

Conclusion 42
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References 45