When people talk about leadership, they often talk about different styles and approaches, as well as the merits of each. Some leaders master several of these strategies, and they find a lot of success by applying each to various situations, matching the best method to the moment. New research suggests that leaders can increase their ability to adapt to new environments even further by incorporating the model of inclusive leadership.
Inclusive leadership, according to Bernadette Dillon and Juliet Bourke of Deloitte, involves recognizing the value of diversity and its influence on the way people interact and do business. It operates on the foundation of fairness and respect, encourages 
belonging, and fosters confidence in the individual and in the group. In their 2016 paper, the authors outline four global trends that have diversified the business landscape: the diversity of markets, customers, ideas, and talent.
Market economies around the world are expected to shift noticeably in the coming years. In fact, by 2025 the international middle-class demographic should reach 3.2 billion, more than double the number from 2009. The increase will largely take place in nations throughout Africa, Asia, and Latin America. This change signals the need for a more global and inclusive perspective among leaders.
Technology has facilitated diversity among customers like no other innovation in the history of the world. Digital devices have created new demands for individualized products, services, and experiences. Leaders face the task of scaling their operations in a way that meets the unique expectations of the individual. Developing a customer-centric mindset is a function of inclusive leadership.
Innovation, which diversifies the field of ideas, has become a central and indispensable component of modern business. Without the ability to create, organizations have slim chances of growing, regardless of the strength of their wheelhouse. The simple but easily overlooked key to innovation is not to simply come up with ideas, but to actively search for them. Inclusive leaders innovate by inviting people to the brainstorming process.
Talent as a general measure of qualifications and experience will also contribute to the need for inclusive leadership. In terms of age, education, and migration, employee populations are anticipated to adjust greatly in the coming years. Higher percentages of educated professionals will come from such countries as India and China, and the average global age will continue to rise. These changes will undoubtedly shape the context in which leaders operate.
Greater diversity in the market and in the workplace will require a new brand of leader. Along with outlining the need for inclusive leadership and defining what it looks like, Dillon and Bourke found six main traits of inclusive leaders in their research. Each trait, they point out, can and should be developed by leaders to maximize their efforts in ever-changing environments. Here is a brief overview of each trait.
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Commitment
Exclusion and inclusion are two different types of cultures, and willingness to commit to inclusiveness is willingness to pay attention to diversity. This can come from personal values, business interests, or, optimally, both. Beyond merely paying attention, the commitment involves investing in the time, energy, and resources necessary to practice inclusion.
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Courage
Because the inclusion model is relatively new and challenges the status quo, leaders who apply it do so noticeably. Having courage, therefore, is requisite for speaking up and setting the example. Showing courage also often means showing humility, which happens when leaders allow themselves to see alternative points of view and accept their limitations.
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Cognizance of bias
Leaders are human, and humans have certain biases. Inclusive leaders, however, strive to identify their biases and correct their mindset accordingly to promote an environment of fairness. Often biases exist unconsciously or they are simply so subtle that they go undetected. Thus, leaders should aspire for self-awareness and an increasingly objective perspective.
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Curiosity
Inclusive leaders take a special interest in the people they lead. They maintain an open mind and exhibit a “tolerance for ambiguity.” Curiosity generates new ideas, and new ideas generate innovation. This trait also shows humility, as a curious mind is one that does not presume it already knows better.
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Cultural intelligence
Social knowledge looks like valuable capital in the eyes of an inclusive leader. These kinds of leaders recognize the need to communicate and interact in diverse settings, and they know that without cultural awareness their efforts can only go so far. Cultural intelligence and curiosity share a similar underpinning: the insatiable desire to learn.
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Collaboration
The final trait of an inclusive leader is the ability to organize diversity. Collaboration between like-minded individuals with similar backgrounds is not altogether difficult. However, a strong leader can take a group of unique individuals with valuable skillsets and input and create an environment in which everyone succeeds.