Impact of inclusive leadership on variables affecting employee performance: A review of empirical papers
Dr. Anjali Bhatnagar and Gunjan Aggarwal
In today's world symbolized by complexity and volatility, human capital has assumed even more relevance as diverse talents and ideas rule the economies. It is in this context that inclusive leadership (IL) refers to an authentic style of leadership that encourages and leads heterogeneous groups of people towards accomplishing the objectives of the firm. An inclusive leader brings about efficiency in performance while honoring their uniqueness with empathy and an unbiased approach. This paper reviews empirical works on IL and how it impacts employee’s performance directly on its own as well as through other mediating variables. 40 research papers belonging to the period 2010- 2021 were shortlisted and reviewed for their output. The results suggest a strong preference for social exchange theory and leader member exchange theory among researchers. Further, psychological safety and innovative work behavior emerged as the most sought-after variables explaining the different relationships pertaining to IL. On reviewing, it can be concluded that IL remains an essential component in the making and continued performance of an organization with many more variables interjecting through human interaction.