The idea of inclusive leadership is widely embraced in the public sector. It’s a term that turns up frequently in vision statements, speeches and training programmes, often positioned as a moral imperative, aligned with the values of public service and democracy. Yet scratch beneath the surface, and many managers will quietly admit they are uncertain about what inclusive leadership really means.
More recently, there is the added pressure of growing political backlash and scepticism around the whole topic of inclusion.
At a time when trust in public institutions is being tested, inclusive leadership offers a steady and principled approach, helping managers create inclusive cultures where people can be themselves and perform at their best.
Research continues to support the business case for diversity. Opportunity Now reported that 80% of employees who had worked with an inclusive leader were more motivated to go the extra mile.
So what do managers need to do in practice to ensure inclusion is embedded at the heart of their team culture?
1. Define inclusion clearly
Inclusive leadership starts with clarity and trust. Managers need to describe what this looks like in everyday public service, whether it is staff feeling safe to contribute ideas during team meetings or front-line workers feeling that their backgrounds are valued.
2. Be adaptable
Inclusive leaders adapt their style to suit different people and situations. That means communicating with nuance, listening actively or taking time to understand individual circumstances. One senior leader I worked with regularly held one-to-one meetings with staff, tailoring his approach to each person – helping to build trust.
3. Spot and act on bias
It’s not enough to simply be aware of bias. Public sector leaders must act on it, whether by challenging assumptions, noticing which voices get heard in meetings or reviewing practices that unintentionally exclude.
4. Make inclusion measurable
Use data to understand how inclusive your workplace really is. Identifying the themes will help you look beneath the data. In one team I worked with, a survey showed that 87% of staff had not experienced bullying. Leaders naively failed to recognise that the remaining 13% had experienced behaviours that had caused them unease and discomfort.
5. Be visible and involved
Leaders and managers build trust by showing up. Offer to chair the diversity steering groups, attend staff network events, set inclusion goals with clear communication and defined outcomes. Active involvement sends a powerful message, and builds trust and credibility.
6. Lead by example – and lift others up
Representation at senior level matters. Inclusive leaders also make space for others, by considering feedback, mentoring and amplifying new voices. It’s this kind of leadership that builds cultures of belonging, where people feel seen, heard and supported to grow.
7. Be prepared for the long game
It’s estimated that embedding inclusive leadership across an organisation takes two to three years of sustained effort. As Steve Redgrave once said of his Olympic team: “It’s not always a bed of roses, but the blend of characters makes the strength of the team.”
