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The six signature traits 
of inclusive leadership
Thriving in a diverse new world

Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and 
execute the HR, talent, leadership, organization, and change programs that enable business performance 
through people performance. Visit the Human Capital area of www.deloitte.com to learn more.

About the authors
Bernadette Dillon is a client director in Human Capital consulting at Deloitte, where she special-
izes in diversity and inclusion. A chartered accountant by background, she has worked with a range 
of organizations, both local y and international y, with respect to diversity and inclusion strategy 
development, inclusive leadership assessment and development, analytics and diagnostics, and 
inclusive culture change. Dillon has co-authored a number of publications relating to diversity and 
inclusion, and is currently based in the United Kingdom. 
Juliet Bourke is a partner in Human Capital consulting at Deloitte, where she leads the Australian 
Diversity and Inclusion practice and co-leads the Australian Leadership practice. She has over 20 
years’ experience in human capital and is an international y recognized author and speaker on 
diversity and inclusion, cultural change, and leadership. Bourke has authored many publications on 
diversity and inclusion, most recently publishing Which two heads are better than one? How diverse 
teams create breakthrough ideas and make robust decisions, which examines decision making, diver-
sity of thinking, biases, and behaviors.

The six signature traits of inclusive leadership
Contents
Introduction: A new leadership capability | 1
A diverse new world: Markets, customers, ideas, and talent | 4
The six signature traits of an inclusive leader | 7
What can organizations do? | 19
Appendix: Research methodology | 21
Endnotes | 23
Contacts | 25
Acknowledgements | 26
iv

Thriving in a diverse new world
Introduction: A new 
leadership capability
WHAT will it take to be a great leader in 
So what is this different context? In a vola-
the future? In five years, ten years, even 
tile and complex world, predicting the future 
fifteen years? 
with precision is a risky business. We can be 
Say those numbers slightly differ-
sure, however, about four global mega-trends 
ently—2020, 2025, or 2030—and your imagi-
that are reshaping the environment and influ-
nation takes you somewhere else entirely. To 
encing business priorities:1
the realm of science fiction in which books 
First, diversity of markets: Demand is shift-
and films paint vivid pictures of a future that 
ing to emerging markets. With their growing 
looks vastly different from that which we know 
middle class, these new markets represent the 
today. There is the devastated world and its 
single biggest growth opportunity in the port-
dystopian societies, the artificial world with 
folio of many companies around the world.
synthetic humans, and myriads of other worlds 
Second, diversity of customers: Customer 
scattered throughout foreign galaxies. 
demographics and attitudes are changing. 
In these books and films, there’s always a 
Empowered through technology and with 
quest, and there’s always a hero. Smart and 
greater choice, an increasingly diverse cus-
strong, they carry the weight of the world on 
tomer base expects better personalization of 
their shoulders. They have a sidekick, if lucky, 
products and services. 
but rarely are the leader and the sidekick 
Third, diversity of ideas: Digital technol-
equals, and they almost never operate as a 
ogy, hyper-connectivity, and deregulation are 
team. The decisions these leaders make—the 
disrupting business value chains and the nature 
actions they take—culminate in the restoration 
of consumption and competition. Few would 
of humanity. 
argue against the need for rapid innovation. 
What’s curious is that this iconic image of 
Fourth, diversity of talent: Shifts in age 
the heroic leader remains constant despite the 
profiles, education, and migration flows, along 
vastly changed environment. It seems we can 
with expectations of equality of opportu-
easily imagine different future contexts, but 
nity and work/life balance, are all impacting 
when it comes to thinking about leadership 
employee populations. 
differently, we are on a repeating loop. It makes 
Diversity of markets, customers, ideas, 
for great entertainment, but it is not the stuff 
and talent: These simultaneous shifts are the 
of reality. Yes, the context will change—it is 
new context. For leaders who have perfected 
changing already—and this will demand adap-
their craft in a more homogenous environ-
tation by those playing a leading role. 
ment, rapid adjustment is in order. Of course, 
1


















The six signature traits of inclusive leadership
Figure 1. The six signature traits of an inclusive leader
Cognizance
Curiosity
Because bias is a leader’s 
Because different ideas and 
Achilles' heel
experiences enable growth
The six
signature
traits
Courage
Cultural
Because talking about 
intelligence
imperfections involves 
Because not everyone 
personal risk-taking
sees the world through 
the same cultural frame
Commitment
Collaboration
Because staying the 
Because a diverse-thinking team is 
course is hard
greater than the sum of its parts
Graphic: Deloitte University Press  |  DUPress.com
2

Thriving in a diverse new world
the core aspects of leadership, such as setting 
elevating the importance of inclusive leader-
direction and influencing others, are timeless, 
ship—the “Why care?” aspect of the discus-
but we see a new capability that is vital to the 
sion. In the second part, we have identified the 
way leadership is executed. We call this inclu-
six signature traits of an inclusive leader (figure 
sive leadership, and our research has identified 
1). In doing so, we have mined our experi-
six traits that characterize an inclusive mind-
ences with more than 1,000 global leaders, 
set and inclusive behavior. 
deep-diving into the views of 15 leaders and 
This report is intended to help leaders think 
subject matter experts, and surveying over 
about how traditional notions of leadership 
1,500 employees on their perceptions of inclu-
must change.2 We are not suggesting a whole-
sion. We have also built on existing thought 
sale replacement of previous leadership theory. 
leadership and applied research and drawn 
Elements of inclusive leadership are echoed 
on work with our inclusive leadership assess-
in transformational, servant, and authentic 
ment tool—on which our six-part framework 
leadership, for example, and these concepts are 
is based—which has proved both reliable and 
carried forward. However, we have amplified 
valid in pilot testing.3 Sensing that inclusive 
and built on these known attributes to define 
leadership is a new capability, we have been 
a powerful new capability uniquely adapted 
examining this space since 2011, rather than 
to a diverse environment. Understanding 
relying solely on pre-existing leadership assess-
and being adept at inclusive leadership will 
ments and databases, with their historic biases. 
help leaders thrive in their increasingly 
We conclude with some suggested strategies to 
diverse environment.
help organizations cultivate inclusive capabili-
This report is structured in three parts. 
ties across their leadership population.
First, we briefly describe the four shifts 
3

The six signature traits of inclusive leadership
A diverse new world: Markets, 
customers, ideas, and talent
FOUR global mega-trends are creating a 
So what does this mean for those with 
business context that is far less homoge-
global ambitions? While there is no single 
nous and much more diverse than has histori-
formula for success, research shows that having 
cal y been the case. These interrelated shifts are 
people with a more global mindset and capa-
influencing business priorities, and reshaping 
bility is critical.9 John Lewis, Jr., global chief 
the capabilities required of leaders to succeed 
diversity officer of The Coca-Cola Company, 
in the future. 
agrees: “Right now, our fastest-growing 
markets around the world are sub-Saharan 
Diversity of markets 
Africa, India, and China. How we win in these 
The growth in emerging market econo-
markets is as much a matter of how we embed 
mies may have slowed—and big challenges 
ourselves in these cultures [as any other fac-
abound—but the long-term potential 
tor]. The question I put to our business leaders 
remains significant.
is: Even if we get all the tactics and logistics 
4
By 2025, the world’s middle-class popula-
right, can we win if we don’t get the people part 
tion is expected to reach 3.2 billion, up from 
right?”10
1.8 billion in 2009, with the majority of this 
growth coming from Asia, Africa, and Latin 
Diversity of customers
America.5 As income levels rise, so does con-
Customers have always been able to vote 
sumer demand. This growing population now 
with their feet. Today, this power is even 
represents the single biggest growth oppor-
greater. Empowered through their digital 
tunity in the portfolio of many companies 
devices and with more choice, customers 
around the world.6
expect greater personalization and a voice in 
Reaching these consumers profitably, how-
shaping the products and services they con-
ever, is anything but straightforward.7 Markets 
sume.11 Facing millions of individual expecta-
are characterized by significant cultural, politi-
tions and experiences across an increasingly 
cal, and economic differences. Tension exists 
diverse customer base, the challenge for com-
between local adaptation and international 
panies is to deliver individualized insights and 
scale. Home-grown players can provide stiff 
a personal touch with the efficiencies of scale.
competition and strong local talent is scarce. 
To remain competitive in this environment, 
Indeed, in a 2015 survey of 362 executives, just 
organizations have realized, customer cen-
10 percent believed that they have the full suite 
tricity is paramount. Customer promises are 
of capabilities needed to win offshore.8
being written into vision statements, operating 
4

Thriving in a diverse new world
models are being redesigned to ensure that 
compared with others, “breakthrough” inno-
customers are at the heart of the business, and 
vators “cast a wide net for ideas.”16 In the 
the role of the “chief customer officer” has been 
race for new ideas, diversity of thinking is 
created and elevated to the executive team. 
gaining prominence as a strategy to protect 
But more than just changing systems and 
against groupthink and generate breakthrough 
structures, organizations are increasingly 
insights. However, while many agree intellectu-
focusing on cultivating more customer-centric 
al y that collective intelligence enhances group 
mindsets and capabilities. The new buzzwords 
performance, few understand how to consis-
of “empathy” and “connectedness”—concepts 
tently achieve it with any degree of specificity.17
that underpin popular methods such as design 
In this context, a leader’s understanding of 
thinking—are taking hold as organizations 
how diversity of thinking works will be critical 
strive to better understand customers’ worlds 
to success. As François Hudon, an executive 
and future needs. And while development 
at Bank of Montreal, states: “For leaders, it’s 
programs of the past may have focused on 
making sure you have little risk of being blind-
traditional customer-facing roles, a leader-led 
sided by something that a diverse team would 
approach is increasingly being adopted. 
have known about and would have identified 
Telstra has embarked on a journey to orient 
as an opportunity or a risk. I think it brings 
the entire organization around the customer, 
far greater confidence to the decision making 
including the way leaders are developed. 
when you know you are being supported by 
“Leaders are central to the connected strategy,” 
people who have far more diverse points of 
says Rob Brown, director of customer advo-
view.”
cacy.12 “They are the linchpin that sets the pace 
and culture of our organization. If leaders don’t 
Diversity of talent 
understand how we need to think differently, 
if they don’t get that we need to connect with 
Diversity of talent is at risk of being 
customers’ needs to understand what they 
overshadowed by other shifts. This is because 
want and how best to simplify things for them, 
demographic change has a slow-burn effect on 
then it’s hard, if not impossible, for the teams 
workplace profiles. And, of course, diversity of 
to get it.” 
talent is not a new topic. Anti-discrimination 
laws and the “war for talent” have seen organi-
zations pay attention to historical y marginal-
Diversity of ideas
ized groups for some time. Leaders underplay 
Organizations must “innovate or die,” extols 
this shift at their peril.
Bill Gates.13 A bold statement, but we need not 
 Changes in population age profiles, educa-
look far to see its validity. Seemingly over-
tion, and migration flows, along with expecta-
night, digital disruption has reshaped whole 
tions of equality of opportunity and work/life 
industries and iconic brands and brought forth 
balance, are all deeply impacting employee 
new players.
populations. More than ever, future success 
For most leaders, it’s an imperative that’s 
will depend on a leader’s ability to optimize a 
well understood. In a 2014 survey of 1,500 
diverse talent pool. 
executives, three-quarters said that innovation 
By way of example, the world’s population 
was among their company’s top three priori-
is aging rapidly. In 2050, those aged 65 and 
ties.14 Despite this, 83 percent perceived their 
over are predicted to reach 22 percent of the 
companies’ innovation capabilities to be aver-
global population, up from 10 percent today,18 
age (70 percent) or weak (13 percent).15
with implications for workforce participation. 
So what sets apart breakthrough innova-
Against that backdrop, the expansion of higher 
tors from the rest? The survey found that, 
education is creating a group of highly mobile, 
5


The six signature traits of inclusive leadership
educated workers.19 By 2030, China will have 
employees. For example, while their number in 
more graduates than the entire US workforce, 
the workforce is increasing, women hold just 
and India will produce four times as many 
12 percent of corporate board seats world-
graduates as the United States by 2020.20 The 
wide.22  In the future, demographic shifts will 
Millennials, too, are coming of age. This gen-
put greater pressure on leaders to be inclusive 
eration will comprise 50 percent of the global 
of diversity. According to one leader inter-
workforce by 2020.21 With high expectations 
viewed, “Fundamental y, inclusion is a prin-
and different attitudes toward work, they will 
ciple that anybody who is good enough to be 
be integral in shaping organizational cultures 
employed within the team is capable of becom-
into the future. 
ing a leader and developing to the best of their 
To date, however, data suggest that many 
potential. And that is anybody.”
companies have struggled to include diverse 
6

Thriving in a diverse new world
The six signature traits of an  
inclusive leader
IF inclusive leadership reflects a new way of  2.  Personalizing individuals—that is, under-
leading teams, then we need to look beyond 
standing and valuing the uniqueness of 
traditional leadership assessment tools and 
diverse others while also accepting them as 
frameworks. Since 2011, we have researched 
members of the group
this new leadership capability, with our initial 
exploration leading us to be much more certain 
3.  Leveraging the thinking of diverse groups 
about “inclusion” itself—what it means, how it 
for smarter ideation and decision making 
is experienced by others, and how to measure 
that reduces the risk of being blindsided
it. More specifical y, our research revealed that 
when people feel that they are treated fairly, 
To achieve these aims, highly inclusive 
that their uniqueness is appreciated and they 
leaders demonstrate six signature traits—in 
have a sense of belonging, and that they have 
terms of what they think about and what they 
a voice in decision making, then they will feel 
do—that are reinforcing and interrelated. 
included.
Collectively, these six traits represent a pow-
23 (See the appendix for a full descrip-
tion of our research methodology.)
erful capability highly adapted to diversity. 
Embodiment of these traits enables leaders to 
Table 1. Elements of inclusion
Fairness and respect
Value and belonging
Confidence and inspiration
Foundational element that is 
Individuals feeling that their 
Creating the conditions for high 
underpinned by ideas about equality 
uniqueness is known and 
team performance through 
of treatment and opportunities
appreciated, while also feeling a 
individuals having the confidence to 
sense of social connectedness and 
speak up and the motivation to do 
group membership
their best work
Putting this into the context of leaders, 
operate more effectively within diverse mar-
inclusive leadership is about: 
kets, better connect with diverse customers, 
access a more diverse spectrum of ideas, and 
1.  Treating people and groups fairly—that is, 
enable diverse individuals in the workforce to 
based on their unique characteristics, rather 
reach their full potential.
than on stereotypes
7

The six signature traits of inclusive leadership
Table 2. The six signature traits of an inclusive leader
1
2
3
4
5
6
Cognizance  
Cultural       
Six traits
Commitment
Courage
Curiosity
Collaboration
of bias
intelligence
Personal values
Humility
Self-regulation
Openess
Drive
Empowerment
Belief in the 
Perspective-
15 elements
Bravery
Fair play
Knowledge
Teaming
business case
taking
Coping with 
Adaptability
Voice
ambiguity
These six traits and fifteen elements are not 
alignment with their own personal values and 
a meaningless or aspirational laundry list. As 
a deep-seated sense of fairness. “To me, it’s all 
our interviews and formal 180-degree assess-
about fairness and equality of opportunity,” 
ment of leaders and peers/followers revealed, 
says Belinda Hutchinson, chancellor of the 
they are very tangible and developable. 
University of Sydney. “It’s about giving people 
the opportunity to achieve what they should be 
Trait 1: Commitment 
able to achieve. It doesn’t just relate to gender. 
Highly inclusive leaders are committed to 
It relates to race, religion, sexual preference—
diversity and inclusion because these objec-
whatever else it may be.”
tives align with their personal values and 
This insight is consistent with research 
because they believe in the business case.
by the US-based think tank Catalyst, which 
Being inclusive of diversity is a big chal-
identified “a strong sense of fair play” as the 
lenge. It takes time and energy, two of a leader’s 
most significant predictor that men would 
most precious commodities. So what motivates 
champion gender initiatives in the workplace.24 
a leader to expend these resources in the pur-
Interestingly, Catalyst also observed that indi-
suit of diversity?
viduals’ “commitment to fairness ideals was 
Clearly, an understanding of the commer-
rooted in very personal experiences.”25 This 
cial imperative is critical, as discussed in the 
finding has particular resonance for one leader 
previous section. “It is hard to argue with the 
we interviewed: “At school . . . it was very 
diversity argument in a business context,” says 
much an in-group and out-group dynamic that 
Jennifer Reid, head of retail, business, and trea-
I experienced. And I have always had sensitiv-
sury payments operations at Bank of Montreal. 
ity to any form of exclusion that comes from a 
“When you look at the changes in the business 
person.” 
environment, it would be very difficult for any 
This combination of intellect (that is, belief 
business leader to say they don’t need to pay 
in the business case) and emotion (that is, 
attention.” 
a sense of fair play and caring for people as 
Intriguingly, however, many of the lead-
individuals, not “resources”) is consistent with 
ers interviewed in our research cited the 
the “head and heart” strategy emphasized 
extrinsic reward of enhanced performance as 
by change expert John Kotter. According to 
a secondary motivator. Their primary motiva-
Kotter, while engaging the minds of individu-
tion for pursuing diversity and inclusion was 
als through rational arguments is important, 
8

Thriving in a diverse new world
“people change what they do less because 
they are given analysis that shifts their think-
CATALYST AND INCLUSIVE 
ing than because they are shown a truth that 
influences their feelings.”
LEADERSHIP
26 The Coca-Cola 
Company’s Lewis, Jr., agrees: “The business 
Founded in 1962, Catalyst is a leading nonprofit 
case is compelling. But for this to work, you 
organization that seeks to expand opportunities 
need to connect to the minds and the hearts.”
for women and business. A 2014 study by 
Catalyst identified four leadership behaviors 
We suspect it is this blend that enables lead-
that predicted feelings of uniqueness and 
ers to speak about diversity and inclusion in a 
belongingness—key elements of inclusion—
compelling way. As one leader observes, inclu-
across employees in Australia, China, Germany, 
sive leaders have an “authenticity about the 
Mexico, and the United States. These were:
agenda and a consistency about it as wel . It is 
in their communications. People look at them 
• Empowerment: Enabling direct reports to 
develop and excel
and say they are ‘fair dinkum.’” For Dr. Rohini 
Anand, senior vice president and global chief 
• Humility: Admitting mistakes; learning 
diversity officer at Sodexo, this contrasts with 
from criticism and different points of view; 
those who are not committed: “It is not neces-
acknowledging and seeking contributions 
sarily people saying overt things . . . [but] they 
of others to overcome one’s limitations
are just mouthing words without internalizing 
• Courage: Putting personal interests aside 
it. Therefore it is shallow and not sustainable.” 
to achieve what needs to be done; acting 
More than just talking, when leaders pri-
on convictions and principles even when it 
oritize time, energy, and resources to address 
requires personal risk-taking
inclusion, it signals that a verbal commitment 
is a true priority. As Mike Henry, president 
• Accountability: Demonstrating confidence 
in direct reports by holding them 
of operations for Minerals for Australia at 
responsible for performance they can 
BHP Billiton explains, prioritization includes 
control
treating diversity and inclusion as a business 
The current research has identified similar 
imperative: “Like any other organizational pri-
leadership behaviors (that is, personal risk-taking, 
ority, or something that is strategical y signifi-
humility, and empowerment) as important to 
cant to the organization, it needs to be part of 
inclusive leadership. However, our framework 
the business plan, management conversations, 
expands on these ideas in the broader context of 
and targets, and you need to have an objective 
diversity of markets, ideas, customers, and talent. 
way of assessing whether you are achieving 
Most importantly, it identifies the 15 specific 
elements inclusive leaders think about and do.
what you want to achieve.” At a personal level, 
inclusive leaders also believe that creating an 
inclusive culture starts with them, and they 
possess a strong sense of personal responsi-
bility for change. “You can’t just come out as 
a leader and say, ‘This is important; set the 
targets, and everyone go out and achieve the 
targets,’” says Henry. “You may achieve the tar-
gets, but not the culture you need. The leader 
needs to invest in people, building shared aspi-
ration and building an aligned understanding 
of the business case. They need to work with 
the team on the ‘how.’”
9

The six signature traits of inclusive leadership
Table 3. Elements of commitment
Signature trait: Commitment
What inclusive leaders      
Element
What inclusive leaders do
think about
Personal values
•  Alignment of personal values to 
•  Treat all team members with fairness and respect 
inclusion
•  Understand the uniqueness of each team member
•  Take action to ensure each team member feels connected to 
the group/organization 
•  Proactively adapt their work practices to meet the needs of 
others
Business case belief
•  Commercial value of diversity 
•  Treat diversity and inclusion as a business priority 
and inclusion with respect to 
•  Take personal responsibility for diversity and inclusion 
talent, innovation, customers, 
outcomes 
and new market growth
•  Clearly and authentically articulate the value of diversity and 
inclusion 
•  Allocate resources toward improving diversity and inclusion 
within the workplace 
Trait 2: Courage
that?’ It’s real y important to make the feedback 
Highly inclusive leaders speak up and 
regular . . . on-the-ground coaching is critical.”
challenge the status quo, and they are humble 
Courage also comes into play in a willing-
about their strengths and weaknesses.
ness to challenge entrenched organizational 
“The early adopters of this work have been 
attitudes and practices that promote homo-
. . . perceived as mavericks in their environ-
geneity. In the 1980s, for example, McKinsey 
ment,” says The Coca-Cola Company’s Lewis, 
changed its recruiting practices to promote 
Jr. “Frankly, they need to be a bit courageous, 
divergent thinking and meet a demand for 
because they buck the trend. For leaders, they 
consultants. Instead of continuing to recruit 
need to make a decision as to whether they 
from a narrow pool of MBAs from the top 
dig in and entrench as they are, or recognize 
business schools, McKinsey’s Advanced 
the world as it will become, and be part of the 
Professional Degree (APD) program sought 
change.” The courage to speak up—to chal-
out talent from industry and a broader base 
lenge others and the status quo—is a central 
of universities.27 Where courage came in was 
behavior of an inclusive leader, and it occurs at 
the preparedness to challenge the status quo 
three levels: with others, with the system, and 
and then to address the initial bias toward 
with themselves. 
MBAs as partner-elects. Courageous partners 
Challenging others is perhaps the most 
talked with their peers and sought personal 
expected focus for leaders. For one leader 
promises of commitment to support APD 
interviewed, courage includes gently chal-
talent; they briefed the evaluation commit-
lenging followers to see their behaviors and 
tee on the need to assess performance objec-
the impact they have on others. “I talk [to my 
tively; and they intervened when necessary to 
team] about how I came across in that meet-
improve APD recruits’ chances of fitting in. 
ing,” this leader says. “But I also give them 
Today, 20 to 30 percent of McKinsey’s North 
real y regular feedback: ‘Did you know you did 
American associates are classed as APDs, as 
that in that meeting, how others may perceive 
opposed to 10 percent in the early 1990s;28 the 
10

Thriving in a diverse new world
diversity of background, industry experience, 
attribute that is “most antithetical to common 
and discipline knowledge of APDs are seen as 
notions of leadership.” It is difficult for leaders 
highly valuable.29 
in the public spotlight to admit they don’t have 
There’s a vulnerability to being an inclusive 
all the answers. Courage and humility there-
leader, because confronting others and the 
fore go hand in hand. 
status quo immediately invites the spotlight to 
Humility, according to Catalyst, also 
turn on the speaker. Being an agent for change 
encompasses learning from criticism and 
can also be met with cynicism and challenges 
different points of view, as well as seeking 
from others. According to University of Sydney 
contributions from others to overcome one’s 
chancellor Belinda Hutchinson, “You need to 
limitations.31 According to Sodexo’s Anand, 
take risks and recognize that you’re going to 
“Those [leaders] who lack the self-awareness 
have some failures along the way, and you will 
and humility to learn and admit they don’t 
need to get up, shake yourself off, and get on 
know everything—these would be leaders who 
with it. It’s about patience and persistence. You 
miss an opportunity to learn, and who will be 
may try this, or that, and it may not work, but 
blindsided if they are not careful.”
if you keep driving towards the end goal, then 
you will get there. So it is about courage and 
Trait 3: Cognizance of bias
commitment to stay the course.”
Highly inclusive leaders are mindful of 
Inclusive leaders have the courage to speak 
personal and organizational blind spots, and 
out about themselves and to reveal, in a very 
self-regulate to help ensure “fair play.”
personal way, their own limitations. Instead of 
shying away from the challenge of imperfec-
“The leaders that are inclusive do a couple 
tion, highly inclusive leaders adopt an attitude 
of things,” says Sodexo’s Anand. “At the indi-
of humility. In 2014, the US-based think tank 
vidual level, they are very self-aware, and they 
Catalyst identified “humility” as one of the four 
act on that self-awareness. And they acknowl-
leadership behaviors that predicated whether 
edge that their organizations, despite best 
employees felt included (see sidebar above, 
intentions, have unconscious bias, and they 
“Catalyst and inclusive leadership”).
put in place policies, processes, and structures 
30 Yet, as 
Catalyst rightly pointed out, humility is the one 
in order to mitigate the unconscious bias that 
exists.” 
Table 4. Elements of courage
Signature trait: Courage
What inclusive leaders      
Element
What inclusive leaders do
think about
Humility
•  Awareness of personal strengths 
•  Acknowledge personal limitations and weaknesses
and weaknesses
•  Seek the contributions of others to overcome personal 
limitations 
•  Admit mistakes when made
Bravery
•  Being an agent for change and 
•  Approach diversity and inclusion wholeheartedly 
the positive impact diversity and 
•  Challenge entrenched organizational attitudes and practices 
inclusion can have
that promote homogeneity
•  Hold others to account for noninclusive behaviors
11

The six signature traits of inclusive leadership
Biases are a leader’s Achilles’ heel, poten-
tial y resulting in decisions that are unfair and 
EXAMPLES OF SUBTLE BIASES 
irrational. Inclusive leaders are deeply aware 
THAT CAN NEGATIVELY IMPACT 
that biases can narrow their field of vision 
THE WAY WE SEE OTHERS AND 
and prevent them from making objective 
THE DECISIONS WE MAKE
decisions. In particular, inclusive leaders are 
highly sensitized to two fundamental phenom-
ena: personal biases, such as homophily and 
Implicit stereotypes
implicit stereotypes and attitudes; and process 
Occurs when people judge others according to 
biases, such as confirmation bias and group-
unconscious stereotypes
think.32 Importantly, they are cognizant of the 
situations and factors, such as time pressures 
Similarity-attraction bias 
and fatigue, causing them to be most vulner-
The tendency to more easily and deeply connect 
able to biases’ pul . Inclusive leaders also exert 
with people who “look and feel” like ourselves
considerable effort to learn about their own 
biases, self-regulate, and develop corrective 
In-group favoritism 
strategies. They understand that their natu-
A tendency to favor members of in-groups and 
ral state, without these interventions, tends 
neglect members of out-groups
to lean toward self-cloning and self-interest, 
and that success in a diverse world requires a 
Attribution error 
different approach.
Occurs when the wrong reason is used to explain 
BHP Billiton’s Henry is aware that recruit-
someone’s behavior; coupled with in-group 
ment is a vulnerable moment for him. “I am 
favoritism, this results in a positive attribution for 
very clear about the type of person I gravitate 
in-group members and a negative attribution for 
out-group members
to when hiring. Consciously, I put all sorts of 
checks and balances in place with respect to 
Confirmation bias 
the thinkers I gravitate to. There have been 
Seeking or interpreting information that is partial 
times when I have overridden my opinion 
to existing beliefs 
with others’ advice, and it has worked out 
spectacularly.” 
Groupthink
In the context of diverse talent, inclusive 
When the desire for group harmony overrides 
leaders think about three features of fairness 
rational decision making
with the aim of creating an environment of 
“fair play”:33
1.  Outcome: Are outcomes such as pay and 
performance ratings, as well as develop-
ment and promotion opportunities, allo-
cated on the basis of capability and effort, or 
does their distribution reflect bias? 
2.  Process: Are the processes applied in decid-
ing these outcomes (a) transparent, (b) 
applied consistently, (c) based on accurate 
information, (d) free from bias, and (e) 
inclusive of the views of individuals affected 
by the decisions, or are they tinged with 
bias, thus leading to undeserved success for 
some and failure for others? 
12

Thriving in a diverse new world
Table 5. Elements of cognizance of bias
Signature trait: Cognizance of bias
What inclusive leaders      
Element
What inclusive leaders do
think about
Self-regulation
•  Acceptance of bias and concern 
•  Learn about their personal biases, including through feedback 
for its impact 
•  Follow processes to ensure personal biases do not influence 
•  Moments when they are most 
decisions about others
vulnerable to bias
•  Identify and address organizational processes that are 
inconsistent with merit
Fair play
•  Awareness of the three features 
•  Make fair and merit-based decisions about talent (for example, 
of fairness: outcomes, processes, 
with respect to promotions, rewards, and task allocations) 
and communication
•  Employ transparent, consistent, and informed decision-making 
processes about talent 
•  Provide those affected with clear explanations of the processes 
applied and reasons for decisions made
3.  Communication: Are the reasons for 
career planning, mobility, and the benefit of 
decisions made, and processes applied, 
getting different critical experiences across 
explained to those affected, and are people 
diverse business segments.”34
treated respectful y in the process?
Importantly, as Bank of Montreal’s Reid 
Trait 4: Curiosity
demonstrates, inclusive leaders are aware 
Highly inclusive leaders have an open 
that “fairness” does not necessarily equate 
mindset, a desire to understand how others 
to “same.” She says, “I grew up with a learn-
view and experience the world, and a toler-
ing disability and, at certain times, I required 
ance for ambiguity.
different levels of support. My mum would 
What’s the one attribute CEOs need to suc-
say that fairness didn’t always mean the exact 
ceed in the future? “I would place my bet on 
same, but the opportunity to be your best, and 
curiosity,” responded Michael Del , chairman 
this would mean that you need different things 
and chief executive officer of Dell Inc., in a 
at different times.”
2015 interview. “Because with curiosity comes 
In thinking about process, inclusive leaders 
learning and new ideas, and in businesses that 
seek to pinpoint processes that create subtle 
are changing very rapidly, if you’re not curious, 
advantages for some and subtle disadvantages 
you’re not learning, and you’re going to have a 
for others, perpetuating homogeneity and 
real problem.”35
undermining inclusion. This understand-
Inclusive leaders accept their limitations 
ing led Alan Joyce, CEO of Qantas, to put 
and hunger for the views of others to complete 
strategies in place to mitigate the impact of 
the picture. This thirst for continual learning 
bias in performance conversations. “In the 
helps drive attributes associated with curios-
past, people’s opinions and biases were often 
ity—open-mindedness, inquiry, and empathy. 
at the forefront of our talent discussions. We 
Such behaviors do not come easily. Time and 
embarked on a strategy to take out bias—using 
effort are required to engage with diverse 
external assessments, global benchmarking, 
others, as is the skill of synthesizing a broader 
and leadership and “potential” data. Now we 
range of perspectives. But the result is loyalty 
have a more objective and collective view of 
from others who feel valued, along with access 
talent. This enables us to confidently discuss 
13

The six signature traits of inclusive leadership
to a richer set of information that enables bet-
he says. For Grazer, curiosity is a “superhero 
ter decision making.
power.”37
The openness to different ideas and experi-
Lieutenant General Angus Campbel , Chief 
ences is a defining characteristic of inclusive 
of Army, Australia, says about his own efforts: 
leaders, who give weight to the insights of 
“I try to listen. And I try to understand why 
diverse others. As Bank of Montreal’s Hudon 
someone’s opinion is different from mine. 
describes: “I tend to specifical y ask the opin-
And I think in those two efforts . . . you are 
ion of someone who will bring a different view 
both recognizing the individual and respect-
from my own. As we discuss an issue, I will 
ing them, and you’re giving pause to analyze, 
often go to people who are likely processing 
compare, complement, and question your own 
things differently, and purposely ask for their 
beliefs. In trying to understand the difference 
opinion, knowing it will come from a different 
of opinion, you are giving the project or the 
place than my own.” 
initiative you are dealing with space to become 
For inclusive leaders, asking curious ques-
better.” Maaike Steinebach, chief executive of 
tions and actively listening are core skil s that 
CBA’s Hong Kong branch, agrees that listening 
are key to deepening their understanding of 
deeply is critical to her success. “I real y make 
perspectives from diverse individuals. Since 
an effort to try to learn something new from 
the 1970s, Oscar-winning producer Brian 
the people I talk to. As an extrovert it’s very 
Grazer has conducted “curiosity conversa-
easy to talk, but if you’re quiet, you can hear 
tions” with over 450 diverse strangers—talks 
more about others and what is going on, and it 
that have inspired many of the films and shows 
can be a much more valuable experience.”
he has produced, including Apollo 13 and 
For inclusive leaders, openness also involves 
Beautiful Mind.36 “I seek out their perspective 
withholding fast judgment, which can stifle the 
and experience and stories, and by doing that, I 
flow of ideas. As Hayden Majajas, diversity and 
multiply my own experience a thousand-fold,” 
inclusion director, Asia-Pacific at BP, explains, 
Table 6. Elements of curiosity
Signature trait: Curiosity
What inclusive leaders      
Element
What inclusive leaders do
think about
Openess
•  Their own limitations and the 
•  Demonstrate a desire for continued learning 
value of new and different ideas 
•  Actively seek the perspectives of diverse others in ideation and 
and experiences
decision making 
•  Withhold fast judgment when engaging with diverse others
Perspective taking
•  Enhancing one’s own 
•  Listen attentively when another person is voicing a point of 
understanding of new or 
view
different perspectives
•  Engage in respectful and curious questioning to better 
understand others’ viewpoints 
•  Demonstrate the ability to see things from others’ viewpoints
Coping with  
•  Acceptance that some ambiguity 
•  Cope effectively with change 
uncertainty
and uncertainty is inevitable
•  Demonstrate and encourage divergent thinking 
•  Seek opportunities to connect with a diverse range of people
14

Thriving in a diverse new world
making judgments can also limit personal 
other cultures as inferior to their own, and 
growth and connections: “I think that religion 
enabling them to build stronger connections 
is a good example at the moment. For example, 
with people from different backgrounds. As 
if we are talking about religion in the work-
Geert Peeters, CFO of CLP Group, comments: 
place, it is one thing to be curious, but another 
“There is no one culture that is smarter than 
to be able to suspend your own beliefs. Asking 
another. In recognizing intelligence in each 
a question knowing that you could not change 
culture, your culture’s intelligence may not 
your beliefs under any circumstances—not 
necessarily be used today for today’s problems, 
in terms of taking on someone else’s religion, 
but it will be used tomorrow for tomorrow’s 
but in terms of what you think is right and 
problems. There is no point in judging. We just 
wrong—is pointless. But temporarily suspend-
need to bank all of these cultural differences to 
ing your beliefs enables you to learn more and 
have a collective intelligence and to be able to 
to engage, and often that is the key to overcom-
use it.” 
ing barriers.”
Inclusive leaders are tolerant of ambigu-
In a virtuous circle, curiosity encourages 
ity, which enables them to manage the stress 
connections with diverse others, which in turn 
imposed by new or different cultural environ-
promotes empathy and perspective-taking. 
ments as well as situations where familiar 
Both have been shown to have a multitude of 
environmental or behavioral cues are lacking. 
benefits, including fostering a more construc-
As BP’s Majajas describes, inclusive leaders are 
tive exchange of ideas (diversity of ideas),38 
also adept at changing their verbal and nonver-
facilitating greater customer insight (diversity 
bal behaviors according to cultural demands. 
of customers), and decreasing one’s susceptibil-
“It is about when and how you would adapt 
ity to bias (diversity of talent).39
your forms of expression and communication 
with other people. And that includes every-
Trait 5: Culturally intelligent
thing—when you use gestures, when you slow 
Highly inclusive leaders are confident and 
down, when you enunciate or pronounce your 
effective in cross-cultural interactions.
words better, when you choose your language. 
For inclusive leaders, the ability to func-
This is about being more specific and more 
tion effectively in different cultural settings is 
deliberate.” 
about more than just having a mental map of 
Final y, inclusive leaders understand that 
different cultural frameworks (for example, 
the ability to adapt does not mean “going 
Hofstede’s cultural dimensions theory). While 
native,” which can cause leaders to lose sight 
an understanding of cultural similarities and 
of what they want to achieve by overcompen-
differences is important, inclusive leaders also 
sating for new cultural demands.40 As Majajas 
recognize how their own culture impacts their 
puts it, “It’s about being flexible but authentic. I 
personal worldview, as well as how cultural 
think a more inclusive leader is someone who 
stereotypes—including the misuse of cultural 
knows when to adapt and doesn’t necessarily 
models—can influence their expectations 
need to change who they are fundamental y.” 
of others. 
Many of the capabilities discussed above 
At a deeper level, inclusive leaders’ thirst 
are encapsulated in the model known as 
for learning means that they are also motivated 
“cultural intelligence” (CQ), which comprises 
to deepen their cultural understanding and 
four elements:41
to learn from the experience of working in an 
1.  Motivational: The leader’s energy and inter-
unfamiliar environment. This curiosity leads 
est toward learning about, and engaging in, 
them to value cultural differences, defying eth-
cross-cultural interactions
nocentric tendencies that cause people to judge 
15

The six signature traits of inclusive leadership
Table 7. Elements of cultural intelligence
Signature trait: Cultural intelligence
What inclusive leaders      
Element
What inclusive leaders do
think about
Drive
•  The personal and organizational 
•  Take an active interest in learning about other cultures 
benefits of learning about, and 
•  Seek out opportunities to experience culturally diverse 
experiencing, different cultures
environments 
•  Are confident leading cross-cultural teams
Knowledge
•  The differences and similarities 
•  Seek information on the local context; for example, politics 
between cultures 
and ways of working
•  Relevant country-specific 
knowledge to operate effectively 
within specific geographies (for 
example, business and economic 
knowledge, norms, practices, 
and conventions)
Adaptability
•  Acceptance that different cultural 
•  Work well with individuals from different cultural backgrounds
situations may require behavioral 
•  Change style appropriately when a cross-cultural encounter 
adaptation
requires it
•  Use appropriate verbal (for example, speed, tone, use of 
pause/silence) and nonverbal (for example, gestures, facial 
expressions, body language, physical contact) behavior in 
cross-cultural encounters
2.  Cognitive: The leader’s knowledge 
Trait 6: Collaborative
of relevant cultural norms, practices, 
Highly inclusive leaders empower individ-
and conventions
uals as well as create and leverage the think-
ing of diverse groups. 
3.  Metacognitive: The leader’s level 
“The new IQ is based more on group intel-
of conscious cultural awareness 
ligence,” says Bruce Stewart, acting director, 
during interactions
strategic initiatives, US Office of Personnel 
Management. “The old IQ is about how smart 
4.  Behavioral: The use of appropriate 
you are; the new IQ is about how smart you 
verbal and nonverbal actions in cross-
make your team. If you take it to heart, it will 
cultural interactions
change the way you lead. Instead of the leader 
Research has demonstrated the positive 
leading from top of the pyramid, they lead 
relationship between CQ and a range of impor-
from the middle of the circle.” 
tant business outcomes, including expatriate 
At its core, col aboration is about indi-
job performance, intercultural negotiation 
viduals working together, building on each 
effectiveness, and team process effectiveness in 
other’s ideas to produce something new or 
multicultural teams.42
solve something complex. But while col abora-
tion among similar people is comfortable and 
easy, the challenge and opportunity thrown 
16

Thriving in a diverse new world
up by the foundational shifts is col aboration 
through the roof and a best employer status 
with diverse others: employees, customers, or 
that is almost unparalleled. I talked to some 
other stakeholders. 
of the people that are on the phones, and one 
Inclusive leaders understand that, for col-
thing that resonated with me is the sense of 
laboration to be successful, individuals must 
autonomy. They have the autonomy to do what 
first be willing to share their diverse perspec-
they want. Their managers trust them, the 
tives. For Bank of Montreal’s Reid, this willing-
company trusts them, and I thought that we 
ness is cultivated by creating an environment 
could do that better.”
where individuals feel valued personal y and 
For inclusive leaders, diversity of thinking is 
are empowered to contribute. “It’s about people 
a critical ingredient for effective col aboration. 
having the freedom to work from their own 
Far from being guided by hunches and feelings, 
perspective . . . [feeling] that their perspective 
or leaving success to chance, inclusive leaders 
is valued, and that they feel that in a very genu-
adopt a disciplined approach to diversity of 
ine way. And that empowers them to provide 
thinking, paying close attention to team com-
alternative points of view.” 
position and the decision-making processes 
Rather than controlling the flow of ideas, 
employed.43 In this way, they understand the 
inclusive leaders encourage autonomy, empow-
demographic factors that cause individuals and 
ering their teams to connect with others in 
groups to think differently, both directly (for 
the pursuit of diverse perspectives. “The end 
example, educational background and mental 
state for a good performing team is an autono-
frameworks) and indirectly (for example, gen-
mous team,” says Deven Billimoria, CEO of 
der and race), and purposely align individuals 
Smartgroup Corporation. “I recently visited 
to teams based on that knowledge.44
a company that has a Net Promoter Score 
Table 8. Elements of collaboration
Signature trait: Collaboration
What inclusive leaders      
Element
What inclusive leaders do
think about
Empowerment
•  Ensuring that others feel able 
•  Give team members the freedom to handle difficult situations
and comfortable to contribute 
•  Empower team members to make decisions about issues that 
independently
impact their work
•  Hold team members accountable for performance they can 
control
Teaming
•  Being disciplined about diversity 
•  Assemble teams that are diverse in thinking 
of thinking in terms of team 
•  Work hard to ensure that team members respect each other 
composition and processes
and that there are no out-groups within the team
•  Anticipate and take appropriate action to address team 
conflict when it occurs
Voice
•  Adapting styles and processes to 
•  Create a safe environment where people feel comfortable to 
ensure that every team member 
speak up
has a voice
•  Explicitly include all team members in discussions
•   Ask follow-up questions
17

The six signature traits of inclusive leadership
Inclusive leaders are also deeply aware 
guiding principles, for example, that encour-
that—even when a diverse-thinking team has 
age people to contribute without fear. “I think 
been assembled—process biases can pull a 
that it is important to assume good intent,” 
group toward sameness and the status quo. 
says Rachel Argaman, CEO of TFE Hotels. 
For example, like-minded team members are 
“If we are talking around the table, I might 
drawn toward each other when testing ideas; 
suggest something, and more than half of my 
confirmation bias causes individuals to refer-
team might say, ‘No, we shouldn’t do that, 
ence only those perspectives that conform to 
we should do this!’ I think that’s normal and 
pre-existing views; and in-group favoritism 
healthy. It’s certainly normal and healthy for 
causes some team members to cluster. These 
our team.” Final y, inclusive leaders appreciate 
leaders therefore work to mitigate the effects of 
the importance of understanding team mem-
process biases.45 They are attuned to the pro-
bers’ thinking styles (for example, introvert 
pensity for fault lines to fracture the team into 
versus extrovert), and they adapt their com-
subgroups, which can weaken relationships 
munication and approach as necessary to elicit 
and create conflict. They proactively employ 
valuable perspectives. 
strategies that foster a sense of “one team,” 
In addition to formal processes, inclusive 
creating a superordinate group identity and 
leaders also consider whether the broader 
shared goals, and working to ensure people 
organizational culture and infrastructure, 
understand and value the bank of knowledge 
including workplace design and technol-
and capabilities across the group. 
ogy, promote social connections across the 
Further, inclusive leaders understand that 
organization. As the US Office of Personnel 
people are most col aborative when they feel 
Management’s Stewart explains, “If leaders 
safe to contribute without fear of embarrass-
want to be inclusive, they [also] need to think 
ment or punishment. They understand that 
about idea spaces. They need to make sure 
power dynamics, dominating styles, and low 
there are places where different ideas and 
tolerance of differences can stop team mem-
individuals can mix. Folks who generate more 
bers from speaking up. They focus on building 
ideas in inclusive ways—they are the smarter 
trust across the group, establishing a set of 
companies.”
18

Thriving in a diverse new world
What can organizations do?
THE six signature traits of an inclusive 
Recruitment 
leader have important implications for 
how organizations select and develop leaders. 
•  Ensure that job advertisements empha-
Below, we provide some possible actions to 
size inclusive leadership capabilities (for 
help organizations develop inclusive leadership 
example, col aborative, curious) and the 
capabilities and build a culture of inclusion. 
organization’s commitment to diversity 
and inclusion. 
Strategic alignment 
•  Incorporate inclusion into behavioral inter-
•  Highlight inclusive leadership as a core 
view questions. For example, an interviewer 
pil ar within the organization’s diversity and 
could ask, “Describe a situation where oth-
inclusion strategy.
ers you were working with disagreed with 
your ideas. How did you respond?” 
•  Articulate a compelling narrative as to 
why inclusive leadership is critical to 
Capability and competency 
business success. For example, how may 
management 
inclusive leadership drive innovation 
and prevent the organization from being 
•  Integrate inclusive leadership capa-
blindsided, support greater customer con-
bilities into the organization’s leadership 
nectivity, optimize talent, and/or enable 
competency model.
leaders to operate more effectively in a 
global marketplace?
Performance management 
•  Make symbolic workplace changes to sig-
•  Link KPIs to inclusive behaviors and diver-
nify the importance of inclusive leadership. 
sity and inclusion outcomes. For example, 
For example, incorporate inclusion into an 
establish a metric around employee percep-
organization’s values to guide behaviors, 
tions of leadership commitment to diversity 
and appoint senior leaders who embody 
and inclusion and their inclusive behaviors.
inclusive leadership. 
•  Ensure that those appointed to senior-
level positions embody inclusive 
19

The six signature traits of inclusive leadership
leadership or demonstrate a genuine com-
•  Integrate development of the six signature 
mitment to developing the capability for 
traits of inclusive leadership into leadership 
inclusive leadership. 
development programs. 
•  Hold leaders to account for 
System integration 
noninclusive behaviors.
•  Integrate inclusive leadership into the orga-
Rewards and recognition 
nization’s global mobility strategy in order 
to help assess participant readiness and to 
•  Reward leaders who role-model 
develop current and future leaders.
inclusive behaviors. 
•  Consider how inclusive leadership—as 
•  Showcase highly inclusive leaders across the 
well as the broader principles of diversity 
organization as well as the benefits derived 
and inclusion—fit within the organiza-
from their inclusive behavior.
tion’s innovation strategy and processes. 
For example, in undertaking ideation or 
Leadership development 
problem-solving activities, ensure that lead-
ers assemble teams that are diverse in their 
•  Formal y assess inclusive leadership capa-
thinking and that individual and group 
bilities across senior leaders and people 
biases are mitigated in group discussions.
managers. Identify individual and orga-
nizational developmental gaps and create 
Diversity—of markets, customers, ideas, 
development plans.
and talent—is an inescapable part of today’s 
business environment. When leaders have 
•  Encourage leaders to seek informal feed-
clarity about what it means to be highly inclu-
back from others on their capability for 
sive—through the six signature traits and fif-
inclusive leadership.
teen elements—they are positioned for success.
20

Thriving in a diverse new world
Appendix: Research 
methodology
How was the model of inclusive 
•  Step 1:  We generated a pool of potential 
leadership identified?
items to assess inclusive leadership. Items 
were generated deductively, beginning 
The six-factor inclusive leadership model 
with a theoretical view of the six signature 
described in this report was developed through 
traits and the results of our senior leader 
a comprehensive review of the literature and 
interviews. Care was taken to construct 
refined on the basis of interviews. 
items properly; for example, we avoided 
double-barreled items and ensured that 
Interviews
each item was worded simply and directly. 
Seventeen interviewees were identified 
Two versions of the survey were created: 
across Australia, Canada, Hong Kong, New 
one for leaders to be completed as a self-
Zealand, Singapore, and the United States 
assessment, and the second to be completed 
on the basis of one or more of the following 
by their followers/peers.
criteria: 1) the individual’s visible commit-
ment to the creation of an inclusive workplace, 
•  Step 2:  We assessed the content-adequacy 
2) the individual’s demonstration of inclusive 
of the items with a panel of experts. In 
behaviors, and 3) subject-matter expertise. 
particular, this stage focused on ensuring 
Interviewees were identified by either Deloitte 
that the items developed for each of the 
professionals or diversity and inclusion leaders 
six signature traits captured the full defini-
within their organizations. 
tion of each trait. Following from this, we 
Interviews were semi-structured and 
administered a draft version of the items 
covered a range of topics relating to diversity, 
to non-experts to check whether the items 
inclusion, and leadership style. Three research-
under each trait appeared to be face valid. 
ers reviewed the transcripts and developed a 
coding scheme to capture key themes. Any dis-
•  Step 3: We administered a refined ver-
agreements between researchers with respect 
sion of the survey to a sample of 32 senior 
to coding were discussed and resolved. 
leaders (“targets”) and their followers/peers 
(“raters”) from multiple organizations. 
Scale construction
Respondents were asked to provide their 
A 180-degree measure of inclusive 
ratings on a five-point Likert scale ranging 
leadership was constructed using Hinkin, 
from 1 (strongly disagree) to 5 (strongly 
Tracey, and Enz’s (1997) seven-step scale 
agree). A total of 120 items were included in 
development process.46
21

The six signature traits of inclusive leadership
the survey. T-tests were conducted to check 
•  Step 5: The internal consistency of the 
for differences between self and other rat-
items was assessed using a scale reliability 
ings. No significant differences were found.
assessment. An internal consistency score 
was calculated both for the total score (all 
•  Step 4: The data were subjected to explor-
60 items) and the 15 sub-elements. Internal 
atory factor analysis using principal com-
consistency was excellent for both the total 
ponents analysis (PCA). Results indicated 
scale and the elements (α values ranged 
that the items all loaded well (>.50) on a 
from .82 to .93).
single factor, which we labeled as inclusive 
leadership. More detailed examination of 
•  Step 6: We re-engaged with our panel of 
the data revealed fifteen elements across 
experts to ensure that the refined version 
six factors. At this stage, the total item pool 
of the tool still aligned to the theoretical 
was reduced by half on the basis of factor 
definition of inclusive leadership. We also 
loadings and expert discussion. Duplicative 
ran a series of standard regressions to check 
items were also removed. 
convergent validity.
22

Thriving in a diverse new world
Endnotes
1.  Deloitte Australia, It’s (almost) all about 
11.  Deloitte, The Deloitte consumer review: 
me: Workplace 2030, 2013, http://www2.
The growing power of consumers, 2014, 
deloitte.com/content/dam/Deloitte/au/
p. 1, http://www2.deloitte.com/uk/en/
Documents/human-capital/deloitte-au-
pages/consumer-business/articles/the-
hc-diversity-future-work-amp-2013.pdf. 
growing-power-of-consumers.html.
2.  This report has been adapted from the 
12.  Deloitte, Telstra’s ambition to connect 
original publication Fast forward: Leading in 
everything to everyone: Transforming busi-
a brave new world of diversity, Deloitte, 2015, 
ness through customer-centricity, 2015, 
commissioned by Chartered Accountants 
http://www2.deloitte.com/au/en/pages/
Australia and New Zealand. It has been 
human-capital/articles/telstras-ambition-
adapted and republished with permission. 
connect-everything-everyone-transforming-
3.  See the appendix for a description 
business-through-customer-centricity.html. 
of the research methodology. 
13.  Keng-Mun Lee, “Even banks must ‘innovate or 
4.  International Monetary Fund, “World 
die,’” Asset, October 2013, http://www.theasset.
economic outlook update: Slower growth 
com/article/25449.html#axzz2rpTg5dv5. 
in emerging markets, a gradual pickup 
14.  Boston Consulting Group, “The most innova-
in advanced economies,” 2015.
tive companies 2014: Breaking through is hard 
5.  Homi Kharas, The emerging middle class in 
to do,” 2014, p. 6, https://www.bcgperspec-
developing countries, OECD Development 
tives.com/most_innovative_companies.
Centre, working paper no. 285, 2010, p. 27, 
15.  Ibid., p. 9. 
http://www.oecd.org/dev/44457738.pdf.
16.  Ibid., p. 11. 
6.  Deloitte Consulting LLP, Business 
17.  Juliet Bourke, Which Two Heads are 
Trends 2014: Navigating the next wave 
Better than One? How Diverse Teams 
of globalization, 2014, p. 17.
Create Breakthrough Ideas and Make 
7.  Ibid.
Robust Decisions (Australia: Australian 
8.  Boston Consulting Group, The globalization 
Institute of Company Directors, 2016). 
capability gap: Execution, not strategy, separates 
18.  World Economic Forum, “Global Agenda 
leaders from laggards, June 10, 2015, https://
Council on Ageing,” http://www.weforum.
www.bcgperspectives.com/content/articles/
org/communities/global-agenda-council-
growth-globalization-capability-gap-execution-
on-ageing, accessed March15, 2016.
not-strategy-separates-leaders-laggards/. 
19.  Deloitte Australia, It’s (almost) all 
9.  University of Melbourne and Asialink 
about me: Workplace 2030, p. 9.
Taskforce for an Asia Capable Workforce, 
20.  Deloitte Consulting LLP, Busi-
Developing an Asia capable workforce: 
ness Trends 2014, p. 56.
A national strategy, 2012, p. 10, http://
hdl.voced.edu.au/10707/220730.
21.  PwC, Mil ennials at work: Reshaping 
the workplace, 2011, https://www.pwc.
10.  Unless otherwise stated, all quotes from 
com/m1/en/services/consulting/docu-
individuals in this report were obtained 
ments/millennials-at-work.pdf. 
through interviews conducted for this 
research, as described in the appendix.
23

The six signature traits of inclusive leadership
22.  Deloitte, Women in the boardroom: A global 
35.  Warren Berger, “Why curious people 
perspective, 2015, http://www2.deloitte.com/
are destined for the C-suite,” Harvard 
global/en/pages/risk/articles/women-in-the-
Business Review, September 11, 2015, 
boardroom-a-global-perspective.html.
https://hbr.org/2015/09/why-curious-
23.  Deloitte and Victorian Equal Opportunity and 
people-are-destined-for-the-c-suite.
Human Rights Commission, Waiter, is that 
36.  Brian Grazer and Charles Fishman, 
inclusion in my soup? A new recipe to improve 
Curious Mind: The Secret to a Bigger Life 
business performance, May 2013, http://
(New York: Simon & Schuster, 2015).
www2.deloitte.com/content/dam/Deloitte/
37.  Ibid.
au/Documents/human-capital/deloitte-au-
hc-diversity-inclusion-soup-0513.pdf. 
38.  Inga J. Hoever, Daan van Knippenberg, 
Wendy P. van Ginkel, and Harry G. Barkema, 
24.  Catalyst, Engaging men in change initia-
“Fostering team creativity: Perspective 
tives: What change agents need to know
taking as a key to unlocking diversity’s 
May 4, 2009, p. 11, http://www.catalyst.
potential,” Journal of Applied Psychol-
org/knowledge/engaging-men-gender-
ogy 97, no. 5 (2012): pp. 982–996.
initiatives-what-change-agents-need-know. 
39.  Adam D. Galinsky and Gordon B. Moskowitz, 
25.  Ibid.
“Perspective-taking: Decreasing stereotype ex-
26.  John P. Cotter and Dan S. Cohen, The 
pression, stereotype accessibility, and in-group 
Heart of Change: Real-Life Stories of 
favouritism,” Journal of Personality and Social 
How People Change Their Organizations 
Psychology 78, no. 4 (April 2000): pp. 708–724.
(Harvard Business Review Press, 2012).
40.  Gwyn Rogers (Kaisen Consulting), “Fish 
27.  Tom H. Davenport and Brook Manville, 
out of water,” Funds-Europe Magazine
Judgment Cal s. Twelve Stories of Big Deci-
December/January 2003/2004.
sions and the Teams That Got Them Right 
41.  P. Christopher Earley and Soon Ang, Cultural 
(Harvard Business Review Press, 2012). 
Intel igence: Individual Interactions Across Cul-
28.  Ibid., p. 62.
tures (Palo Alto, CA: Stanford University Press, 
29.  Ibid., p. 63.
2003); Linn Van Dyne, Soon Ang, Kok Yee Ng, 
Thomas Rockstuhl, Mei Ling Tan, and Chris-
30.  Catalyst, Inclusive leadership: The view 
tine Koh, “Sub-dimensions of the four factor 
from six countries, May 7, 2014, p. 7, 
model of cultural intelligence: Expanding the 
http://www.catalyst.org/knowledge/
conceptualisation and measurement of cultural 
inclusive-leadership-view-six-countries.
intelligence,” Social and Personality Psychol-
31.  Ibid., p. 7.
ogy Compass 6, no. 4 (2012): pp. 295–313.
32.  Deloitte Australia, Inclusive leadership: Will 
42.  Linn Van Dyne et al., “Sub-dimensions of the 
a hug do?, March 2012, p. 2, http://www2.
four factor model of cultural intelligence”; 
deloitte.com/content/dam/Deloitte/au/
Thomas Rockstuhl, Stefan Seiler, Soon Ang, 
Documents/human-capital/deloitte-au-hc-
Linn Van Dyne, and Hubert Annen, “Beyond 
diversity-inclusive-leadership-hug-0312.pdf.
general intelligence (IQ) and emotional 
intelligence (EQ): The role of cultural intel-
33.  Jason A. Colquitt, Donald E. Conlon, Michael 
ligence (CQ) on cross-border leadership 
J. Weeson, Christopher O. L. H. Porter, and 
effectiveness in a globalized world,” Journal of 
K. Yee Ng, “Justice at the millennium: A 
Social Issues 67, no. 4 (2011): pp. 825—840.
meta-analytic review of 25 years of organi-
zational justice research,” Journal of Applied 
43.  Bourke, Which Two Heads are Better than One?
Psychology 86, no. 3 (2001): pp. 425–445. 
44.  Ibid.
34.  Chief Executive Women and Male Champions 
45.  Ibid.
of Change, It starts with us: The leadership 
shadow, 2014, p. 11, https://www.humanrights.
46.  Timothy R. Hinkin, J. Bruce Tracey, and 
gov.au/sites/default/files/document/publica-
Cathy A. Enz, “Scale construction: Developing 
tion/MCC-LeadershipShadow_210314.pdf.
reliable and valid measurement instru-
ments,” Journal of Hospitality & Tourism 
Research 21, no. 1 (1997): pp. 100–120.
24

Thriving in a diverse new world
Contacts
Authors
United Kingdom
Bernadette Dillon (London-based)
Tim Clayton-Ball
Director Consulting 
Partner, Consulting
Deloitte Touche Tohmatsu, Australia 
Deloitte LLP
+44 7502 099 480
+44 7917 336 040
[email address] 
[email address]
Juliet Bourke (Australia-based)
Leader, Diversity and Inclusion
Canada
Co-leader, Leadership 
Partner, Consulting 
Jackie Scales
Deloitte Touche Tohmatsu, Australia 
Senior manager, Consulting
+61 9322 7379
Deloitte Inc.
[email address] 
+1 416 602 7517
[email address]
Country contacts
New Zealand
United States
Chris Boggs
Christie Smith, PhD
Associate director, Consulting
Regional managing director
Deloitte New Zealand
Managing principal, Deloitte University  
+64 2 142 7566
 
Leadership Center for Inclusion
[email address]
Deloitte Consulting LLP
+1 646 785 6711
[email address]
25

The six signature traits of inclusive leadership
Acknowledgements
The authors would like to thank Kathryn PageArtie GindidisAndrea EspedidoCaroline 
Pyszko, and Olivia Dineen of Deloitte Touche Tohmatsu for their valuable contributions to 
this article. 
26



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