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Creating an Inclusive Culture: How Organizational Leaders Can Foster a Sense of Belonging for All Employees

Jonathan H. Westover, PhD
Jun 14
5 min read

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Abstract: This article examines the critical role of inclusion and belonging in contemporary organizational success as workplaces become increasingly diverse. Drawing on established research from scholars like Nishii (2013) and Shore et al. (2011), the authors demonstrate how psychologically safe environments where employees feel valued for both their uniqueness and group membership drive enhanced engagement, creativity, and performance outcomes. The paper presents a comprehensive framework organized around three evidence-based pillars—promoting identity safety, valuing individual uniqueness, and empowering through autonomy—alongside practical implementation strategies across culture, community, and care dimensions. By showcasing real-world applications from companies like Google, Cleveland Clinic, and Boeing, the article provides leaders with actionable insights to foster environments where employees can authentically contribute. This research synthesis establishes that cultivating inclusive workplaces represents not merely an ethical imperative but a strategic advantage in attracting and retaining diverse talent in today's competitive landscape.

As organizations continue to diversify and employees from varied backgrounds seek meaningful work, developing an inclusive culture where all people feel they belong has become increasingly important for retaining top talent and achieving business goals. While diversity alone does not guarantee inclusion or belonging, research shows that organizations with psychologically safe, belonging-centric cultures experience higher engagement, creativity, and performance (Nishii, 2013; Downey et al., 2015). As leaders, we have a responsibility to foster these types of environments.

Today we will explore the research foundation supporting inclusion and belonging, offer practical strategies organizational leaders can implement to leverage these concepts, and provide industry examples.

Research Foundation

Research suggests that feelings of belonging significantly impact well-being, motivation, and performance at work. Shore et al. (2011) define inclusion as "the degree to which an employee perceives that he or she is an esteemed member of the work group through experiencing treatment that satisfies his or her needs for belongingness and uniqueness." When people believe they are valued and able to be their authentic selves, they experience higher levels of engagement, creativity, helping behaviors, and job satisfaction (Shore et al., 2011; Robert et al., 2014). However, belonging is fragile - even subtle cues that one does not fit norms or is disliked can threaten it (Walton & Cohen, 2007). As leaders, our actions hence carry weight in shaping how included employees feel. This section explores three key research findings on inclusion and belonging.

Promote Identity Safety

Research shows that belonging is threatened when one's social identity (e.g. gender, race) feels at risk in an environment. For example, women and racial minorities have reported feeling increased visibility and scrutiny in male- or white-dominated spaces (Purdie-Vaughns et al., 2008). Leaders must consciously create identity-safe climates where all feel comfortable bringing their whole selves to work regardless of backgrounds (Downey et al., 2015). This involves acknowledging social challenges related to underrepresented identities, communicating norms of respect, and addressing microaggressions swiftly.

Value Uniqueness

While fostering community, leaders must also validate each person's unique qualities and contributions. Researchers found that emphasizing shared superordinate identities like organizational membership while also recognizing diversity boosts belonging (Randel et al., 2018). Leaders can spotlight how differing backgrounds, views, and skills make their teams stronger. Regularly thanking individuals personally helps them feel seen and appreciated for who they are.

Empower Through Autonomy

Having choice and control over one's work enhances intrinsic motivation and well-being (Deci & Ryan, 2000). Leaders foster belonging by empowering employees with meaningful autonomy over tasks and goals. For example, giving employees input in projects respects their expertise and worth (Lavelle et al., 2018). Autonomy also builds identification with and connection to one's work, supporting greater inclusion.

Strategies for Fostering Inclusion and Belonging

With this research foundation, leaders can implement strategies across three pillars - culture, community, and care - to make inclusion and belonging a lived reality.

Culture. Clearly communicate that respecting diverse identities and fostering belonging are organizational priorities. Show commitment through actions like diversity trainings, inclusive mission/values statements, and policies addressing biases. Foster transparency by sharing diversity metrics and progress openly.
Community. Leverage employee resource groups to spotlight underrepresented identities and issues. Sponsor intersectional events celebrating cultural traditions. Create community norms discouraging "Us vs Them" mentalities between teams. Foster cross-departmental collaboration to break down silos.
Care. Personally acknowledge employees to boost belonging. Compliment specific contributions, ask about lives outside work, and remember identity-based milestones or causes they support. Champion flexible work policies allowing work-life integration. Address concerns raised privately and prompt solution-oriented discussions on inclusion.

Industry Examples

Tech. Google created a "Be Bold" campaign to highlight how unique backgrounds make collective work stronger. It trains inclusive leadership using data on bias and its influence. Events like "Everyone Belongs" spark discussions on access and empowerment for women and minorities in tech.
Healthcare. The Cleveland Clinic equips managers to notice when marginalized identities may feel excluded in meetings or feedback. Its "Crossing Boundaries" program pairs physicians based on both shared and differing backgrounds to boost learning and respect.
Manufacturing. Boeing cultivates community through affinity groups for various identities facilitating peer support. It analyzes promotion patterns across demographics, shares findings transparently, and partners with advocacy non-profits to expand recruitment pipelines.

Conclusion

Fostering inclusion and belonging requires ongoing, intentional effort from organizational leaders committed to people of all identities thriving at work. While diversity alone will not guarantee this, leveraging research-backed strategies across culture, community, and care can make a significant impact. Small, personalized actions matter immensely in shaping how valued employees feel. Leaders equipped to recognize social dynamics, facilitate brave discussions, and champion flexibility will cultivate the psychologically safe workplaces where diverse contributions find their greatest expression. An inclusive organizational culture thus emerges as a competitive advantage as talent seeks places to belong above all else.

References

Deci, E. L., & Ryan, R. M. (2000). The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior. Psychological Inquiry, 11(4), 227–268.
Downey, S. N., van der Werff, L., Thomas, K. M., & Plaut, V. C. (2015). The Role of Diversity Practices and Inclusion in Promoting Trust and Employee Engagement. Journal of Applied Social Psychology, 45(1), 35–44.
Lavelle, J. J., Rupp, D. E., & Brockner, J. (2018). Taking a broader view of time in the study of organizational justice: Implications for emotions, trust, and performance. Organizational Behavior and Human Decision Processes. 143, 102-115.
Nishii, L. H. (2013). The benefits of climate for inclusion for gender-diverse groups. Academy of Management Journal, 56(6), 1754–1774.
Purdie-Vaughns, V., Steele, C. M., Davies, P. G., Ditlmann, R., & Crosby, J. R. (2008). Social identity contingencies: How diversity cues signal threat or safety for African Americans in mainstream institutions. Journal of Personality and Social Psychology, 94, 615–630.
Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive Leadership: Realizing Positive Outcomes Through Belongingness and Being Valued for Uniqueness. Human Resource Management Review, 28(2), 190–203.
Robert, C., Probst, T. M., Martocchio, J. J., Drasgow, F., & Lawler, J. J. (2000). Empowerment and continuous improvement in the United States, Mexico, Poland, and India: Predicting fit on the basis of the dimensions of power distance and individualism. Journal of Applied Psychology, 85(5), 643–658.
Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262–1289.
Walton, G. M., & Cohen, G. L. (2007). A question of belonging: Race, social fit, and achievement. Journal of Personality and Social Psychology, 92(1), 82–96.

Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.

Suggested Citation: Westover, J. H. (2025). Creating an Inclusive Culture: How Organizational Leaders Can Foster a Sense of Belonging for All Employees. Human Capital Leadership Review, 22(2). doi.org/10.70175/hclreview.2020.22.2.1