Knowledge Center

Inclusive Leadership: The View From Six Countries

How much do the very definitions of inclusion vary from culture to culture? Are there gender differences in what makes employees feel included? What leadership behaviors can promote inclusion? And how much do these behaviors need to be adapted for different cultural contexts?

This study delves into the striking similarities across most countries in how employees characterize inclusion and the leadership behaviors that help to foster it. The countries studied are Australia, China (Shanghai), Germany, India, Mexico, and the United States.

Findings in all six countries include:

  • The more included employees felt, the more innovative they reported being in their jobs.
  • The more included employees felt, the more they reported engaging in team citizenship behaviors—going above and beyond the “call of duty” to help other team members and meet workgroup objectives.
  • Perceiving similarities with coworkers engendered a feeling of belongingness while perceiving differences led to feelings of uniqueness.

Download the complete report or view the infographic to see how inclusion was linked both to employees’ self-reported innovation and team citizenship—behaviors that have a profound impact on overall team productivity and product innovation.

Research Partners: AT&T Inc.BloombergBMO Financial GroupCardinal Health, Inc.Chevron CorporationCredit SuisseDebevoise & Plimpton LLPDell Inc.Deloitte LLPDesjardins GroupDeutsche Bank AGEYGeneral Motors CompanyHewlett-Packard CompanyIBM CorporationKeyBankKimberly-Clark CorporationMcDonald's CorporationSodexoState Street CorporationSymantec CorporationUPS

How to cite: Jeanine Prime and Elizabeth R. Salib, Inclusive Leadership: The View From Six Countries (Catalyst, 2014).