This research, conducted by the ELIS Institute, explores how people in workplaces perceive and describe effective and ineffective inclusive leadership practices. It focuses on real-world experiences of leadership, examining what individuals observe, experience, and interpret as inclusive or non-inclusive in practice.

Inclusive leadership is often discussed as an important part of organisational effectiveness. However, there can be differences between how it is defined in theory and how it is experienced in everyday work. This study aims to explore those differences by focusing on participants’ perspectives across a range of organisational roles and identities.

By gathering these insights, the research seeks to develop a more applied and context-sensitive understanding of inclusive leadership, grounded in how it is experienced within organisations.