Understanding Inclusive Leadership and Employee Outcomes
A Systematic Literature Review of Relational Mechanisms and Gender Diversity Perspectives
DOI:
https://doi.org/10.32832/jm-uika.v17i3.23848Keywords:
Inclusive Leadership, Leader–Employee Relationships, Gender Diversity, Employee Outcomes, Systematic Literature Review.Abstract
Inclusive leadership has gained increasing attention as organizations seek leadership approaches that support diversity, strengthen workplace relationships, and improve employee outcomes. However, existing studies remain fragmented, as they employ diverse theoretical perspectives, examine different relational mechanisms (e.g., psychological safety, trust, and leader–member exchange), and rarely integrate gender considerations and employee outcomes within a unified framework. This study employed a qualitative systematic literature review (SLR) approach following PRISMA guidelines. Articles were retrieved from Scopus, Web of Science, and Google Scholar using predefined search strategies. A total of 25 empirical studies published between 2016–2026 met the inclusion criteria and were analyzed using thematic synthesis. The findings indicate that inclusive leadership positively influences employee outcomes such as engagement, innovative behavior, well-being, performance, and employee voice. These relationships are primarily mediated through mechanisms including psychological safety, leader–member exchange, psychological empowerment, organizational identification, and affective commitment. Social Exchange Theory and LMX emerged as dominant theoretical perspectives. Gender was frequently treated as a contextual variable rather than a central analytical lens. The review reveals considerable conceptual and theoretical fragmentation, with studies often adopting isolated perspectives and single mediation pathways. Conclusion: This review provides an integrative understanding of inclusive leadership through a relational and gender-informed perspective and offers directions for future theoretical development.
References
Albhirat, M. M., Rashid, A., Rasheed, R., Rasool, S., Zulkiffli, S. N. A., Zia-ul-Haq, H. M., & Mohammad, A. M. (2024). The PRISMA statement in enviropreneurship study: A systematic literature and a research agenda. Cleaner Engineering and Technology, 18(18), 100721. https://doi.org/10.1016/j.clet.2024.100721
Ashikali, T., Groeneveld, S., & Kuipers, B. (2021). The Role of Inclusive Leadership in Supporting an Inclusive Climate in Diverse Public Sector Teams. Review of Public Personnel Administration, 41(3), 497–519. https://doi.org/10.1177/0734371X19899722
Blau, P. M. (2017). Exchange and Power in Social Life. Routledge. https://doi.org/10.4324/9780203792643
Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87(1), 138–157. https://doi.org/10.1111/joop.12041
Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety. Creativity Research Journal, 22(3), 250–260. https://doi.org/10.1080/10400419.2010.504654
Çetinkaya, B., & Yeşilada, T. (2022). Inclusive leadership and employee innovative work behaviours: Testing a psychological empowerment and leader-member exchange moderated-mediation model. Journal of Psychology in Africa, 32(1), 15–20. https://doi.org/10.1080/14330237.2021.2002035
Cevik, M. S., CULHA, A., & ÇEVİK, M. N. (2023). The Moderating Role of Gender and Age in the Relationship Between School Principals’ Inclusive Leadership Behaviors and Teachers’ Organizational Cynicism Levels. Participatory Educational Research, 10(3), 191–208. https://doi.org/10.17275/per.23.51.10.3
Dinter, R. van, Tekinerdogan, B., & Catal, C. (2021). Automation of systematic literature reviews: A systematic literature review. Information and Software Technology, 136, 106589. https://doi.org/10.1016/j.infsof.2021.106589
Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
Egitim, S. (2024). Promoting gender-inclusive leadership perceptions among Japanese university students: A nine-week critical inquiry-based action learning program. International Journal of Educational Research Open, 7, 100362. https://doi.org/10.1016/j.ijedro.2024.100362
Emhemed, H., & Khadem, A. (2026). Linking Gender-Inclusive Leadership, Finance, and Trade Openness to Environmental Sustainability: Insights for an SDG-Oriented Policy Agenda. Sustainability, 18(2), 715. https://doi.org/10.3390/su18020715
Fang, Y.-C., Chen, J.-Y., Wang, M.-J., & Chen, C.-Y. (2019). The Impact of Inclusive Leadership on Employees’ Innovative Behaviors: The Mediation of Psychological Capital. Frontiers in Psychology, 10. https://doi.org/10.3389/fpsyg.2019.01803
Fatoki, O. (2024). Inclusive Leadership and Employee Voice Behaviour: Serial Mediating Effects of Psychological Safety and Affective Commitment. Administrative Sciences, 14(9), 199. https://doi.org/10.3390/admsci14090199
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. https://doi.org/10.1016/1048-9843(95)90036-5
Heilman, M. E. (2012). Gender stereotypes and workplace bias. Research in Organizational Behavior, 32, 113–135. https://doi.org/10.1016/j.riob.2012.11.003
Jarden, R. J., Sandham, M., Siegert, R. J., & Koziol-McLain, J. (2018). Quality appraisal of workers’ wellbeing measures: a systematic review protocol. Systematic Reviews, 7(1), 240. https://doi.org/10.1186/s13643-018-0905-4
Javed, B., Abdullah, I., Zaffar, M. A., Haque, A. ul, & Rubab, U. (2019). Inclusive leadership and innovative work behavior: The role of psychological empowerment. Journal of Management & Organization, 25(04), 554–571. https://doi.org/10.1017/jmo.2018.50
Javeed, A., Khan, M. Y., Alomair, A., & Al Naim, A. S. (2026). Inclusive leadership and financial–marketing decision-making in crises: gender diversity and brand resilience. Frontiers in Psychology, 17. https://doi.org/10.3389/fpsyg.2026.1730375
Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376–407. https://doi.org/10.1037/0033-2909.127.3.376
Katrak, P., Bialocerkowski, A. E., Massy-Westropp, N., Kumar, V. S., & Grimmer, K. A. (2004). A systematic review of the content of critical appraisal tools. BMC Medical Research Methodology, 4(1), 22. https://doi.org/10.1186/1471-2288-4-22
Lame, G. (2019). Systematic literature reviews: An introduction. Proceedings of the International Conference on Engineering Design, ICED, 2019-August, 1633–1642. https://doi.org/10.1017/dsi.2019.169
Li, Ling, C.-D., & Zhu, J. (2025). Implications of inclusive leadership for individual employee outcomes: A meta-analytic investigation of the mediating mechanisms and boundary conditions. Asia Pacific Journal of Management, 42(4), 2257–2294. https://doi.org/10.1007/s10490-024-09987-9
Li, T., & Tang, N. (2022). Inclusive Leadership and Innovative Performance: A Multi-Level Mediation Model of Psychological Safety. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.934831
Liu, Y., Fang, Y., Hu, L., Chen, N., Li, X., & Cai, Y. (2024). Inclusive leadership and employee workplace well-being: the role of vigor and supervisor developmental feedback. BMC Psychology, 12(1), 540. https://doi.org/10.1186/s40359-024-02029-5
Luttervelt, M. P., Lund, C. S., & Kjeldsen, A. M. (2025). Dispersion of Distributed Leadership in Public Organizations: Can Inclusive Leadership Contribute to Diverse Employee Engagement in Leadership Activities? Public Performance & Management Review, 48(5), 1053–1083. https://doi.org/10.1080/15309576.2025.2507294
Ly, B. (2024). Inclusion leadership and employee work engagement: The role of organizational commitment in Cambodian public organization. Asia Pacific Management Review, 29(1), 44–52. https://doi.org/10.1016/j.apmrv.2023.06.003
Meng, J., & Neill, M. S. (2021). Inclusive leadership and women in public relations: defining the meaning, functions, and relationships. Journal of Public Relations Research, 33(3), 150–167. https://doi.org/10.1080/1062726X.2021.2010556
Nishii, L. H. (2013). The Benefits of Climate for Inclusion for Gender-Diverse Groups. Academy of Management Journal, 56(6), 1754–1774. https://doi.org/10.5465/amj.2009.0823
Paul, J., & Barari, M. (2022). Meta‐analysis and traditional systematic literature reviews—What, why, when, where, and how? Psychology & Marketing, 39(6), 1099–1115. https://doi.org/10.1002/mar.21657
Purwaningtias, G., & Purba, D. E. (2025). The association between inclusive leadership and pro-social rule breaking: Gender as moderator. Journal of Gender Equality Disability Social Inclusion and Children, 2(2). https://doi.org/10.61511/jgedsic.v2i2.2025.1458
Qasim, S., Usman, M., Ghani, U., & Khan, K. (2022). Inclusive Leadership and Employees’ Helping Behaviors: Role of Psychological Factors. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.888094
Qi, L., Liu, B., Wei, X., & Hu, Y. (2019). Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator. PLOS ONE, 14(2), e0212091. https://doi.org/10.1371/journal.pone.0212091
Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190–203. https://doi.org/10.1016/j.hrmr.2017.07.002
Reynolds, K. J., Turner, J. C., & Haslam, S. A. (n.d.). SOCIAL IDENTITY AND SELF-CATEGORIZATION THEORIES’ CONTRIBUTION TO UNDERSTANDING IDENTIFICATION, SALIENCE AND DIVERSITY IN TEAMS AND ORGANIZATIONS (pp. 279–304). https://doi.org/10.1016/S1534-0856(02)05011-9
Roberson, Q. M. (2019). Diversity in the Workplace: A Review, Synthesis, and Future Research Agenda. Annual Review of Organizational Psychology and Organizational Behavior, 6(1), 69–88. https://doi.org/10.1146/annurev-orgpsych-012218-015243
Rosari, R., Wibowo, A., Santoso, C. B., Nastiti, T., Ardianto, H., & Danarilia, V. O. (2025). Inclusive Leadership and Workplace Happiness: Thriving as Mediator and Workaholism as Moderator in Indonesia. Sage Open, 15(3). https://doi.org/10.1177/21582440251355798
Schaufeli, W. B., Salanova, M., González-romá, V., & Bakker, A. B. (2002). The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach. Journal of Happiness Studies, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326
Shafaei, A., Nejati, M., Omari, M., & Sharafizad, F. (2024). Inclusive Leadership and Workplace Bullying: A Model of Psychological Safety, Self-Esteem, and Embeddedness. Journal of Leadership & Organizational Studies, 31(1), 41–58. https://doi.org/10.1177/15480518231209018
Shah, H. J., Ou, J. P., Attiq, S., Umer, M., & Wong, W.-K. (2022). Does Inclusive Leadership Improve the Sustainability of Employee Relations? Test of Justice Theory and Employee Perceived Insider Status. Sustainability, 14(21), 14257. https://doi.org/10.3390/su142114257
Shaheen, N., Shaheen, A., Ramadan, A., Hefnawy, M. T., Ramadan, A., Ibrahim, I. A., Hassanein, M. E., Ashour, M. E., & Flouty, O. (2023). Appraising systematic reviews: a comprehensive guide to ensuring validity and reliability. Frontiers in Research Metrics and Analytics, 8(1), 1–9. https://doi.org/10.3389/frma.2023.1268045
Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2011). Inclusion and Diversity in Work Groups: A Review and Model for Future Research. Journal of Management, 37(4), 1262–1289. https://doi.org/10.1177/0149206310385943
Thelma, C. C., & Ngulube, L. (2024). Women in Leadership: Examining Barriers to Women’s Advancement in Leadership Positions. Asian Journal of Advanced Research and Reports, 18(6), 273–290. https://doi.org/10.9734/ajarr/2024/v18i6671
Thomas, J., & Harden, A. (2008). Methods for the thematic synthesis of qualitative research in systematic reviews. BMC Medical Research Methodology, 8(45), 1–10. https://doi.org/10.1186/1471-2288-8-45
Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a Methodology for Developing Evidence-Informed Management Knowledge by Means of Systematic Review *. British Journal of Management, 14(1), 207–222. https://doi.org/https://doi.org/10.1111/1467-8551.00375
Wang, Feng, K., Wang, H., & Li, Y. (2025). Inclusive leadership and employee job performance: mediation of leader-member exchange and organizational identification. Frontiers in Psychology, 16. https://doi.org/10.3389/fpsyg.2025.1615144
Wang, & Shi, W. (2021). Inclusive Leadership and Pro-Social Rule Breaking: The Role of Psychological Safety, Leadership Identification and Leader-Member Exchange. Psychological Reports, 124(5), 2155–2179. https://doi.org/10.1177/0033294120953558
Ye, Q., Wang, D., & Li, X. (2018). Promoting employees’ learning from errors by inclusive leadership. Baltic Journal of Management, 13(1), 125–142. https://doi.org/10.1108/BJM-05-2017-0160
Zeng, H., Zhao, L., & Zhao, Y. (2020). Inclusive Leadership and Taking-Charge Behavior: Roles of Psychological Safety and Thriving at Work. Frontiers in Psychology, 11. https://doi.org/10.3389/fpsyg.2020.00062z
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Jurnal Manajemen

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors can enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).








