Liderazgo inclusivo y su impacto en la retención del talento en

equipos diversos

J. Manage. Hum. Resour. (July - December 2024) 2(2): 29-35

https://doi.org/10.5281/zenodo.15368958

ISSN: XXXX-XXXX

REVIEW ARTICLE

Inclusive leadership and its impact on talent retention in diverse

teams

 Andrea A. Guerrero

[email protected]

Grupo Médico y Fundación Universitaria FUJA, Dominicana.

Received: 04 January 2024 / Accepted: 18 March 2024 / Published online: 21 July 2024

Andrea A. Guerrero

Carmen M. Marín

Abstract This review article critically analyzed the scien-

tic literature published between 2022 and 2025 on inclu-

sive leadership and its impact on talent retention in diverse

teams. A qualitative approach was used through a thematic

narrative review, selecting seven empirical and theoretical

studies from high-impact international scientic journals.

The methodology included thematic content analysis fo-

cused on psychological safety, vigor, organizational commit-

ment, perceived inclusion, and team resilience. The results

showed that inclusive leadership favored the development

of work environments where employees perceived greater

meaning in their work, emotional well-being, and recogni-

tion of their uniqueness. It was also found that this leader-

ship style strengthened aective organizational commitment

and retention intentions, especially when accompanied by a

diverse organizational climate and quality interpersonal re-

lationships. It was also highlighted that inclusive leadership

enhanced resilience in multinational teams and active par-

ticipation in organizations with high levels of diversity. In

conclusion, it was established that inclusive leadership con-

stitutes a strategic factor for talent retention. However, its

eectiveness depends on contextual, cultural, and organiza-

tional variables that should be considered in future research.

Keywords inclusive leadership, talent retention, diverse

teams, organizational commitment.

Resumen El presente artículo de revisión analizó críti-

camente la literatura cientíca publicada entre 2022 y 2025

sobre el liderazgo inclusivo y su impacto en la retención del

talento humano en equipos diversos. Se utilizó un enfoque

cualitativo mediante una revisión narrativa de alcance te-

mático, seleccionando siete estudios empíricos y teóricos

provenientes de revistas cientícas internacionales de alto

impacto. La metodología incluyó el análisis de contenido te-

mático enfocado en categorías como seguridad psicológica,

vigor, compromiso organizacional, inclusión percibida y re-

siliencia de equipos. Los resultados evidenciaron que el lide-

razgo inclusivo favoreció el desarrollo de entornos laborales

donde los empleados percibieron mayor sentido del trabajo,

bienestar emocional y reconocimiento de su singularidad.

Asimismo, se constató que este estilo de liderazgo fortale-

ció el compromiso organizacional afectivo y la intención de

permanencia, en especial cuando estuvo acompañado por

un clima organizacional diverso y relaciones interpersona-

les de calidad. También se destacó que el liderazgo inclusivo

potenció la resiliencia en equipos multinacionales y la parti-

cipación activa en organizaciones con altos niveles de diver-

sidad. En conclusión, se estableció que el liderazgo inclusivo

constituye un factor estratégico para la retención del talento,

aunque su efectividad depende de variables contextuales,

culturales y organizacionales que deben ser consideradas en

futuras investigaciones.

Palabras clave liderazgo inclusivo, retención del talento,

equipos diversos, compromiso organizacional.

How to cite

Guerrero, A. A., & Marín, C. M. (2024). Inclusive leadership and its impact on talent retention in diverse teams. Journal of Management and Human

Resources, 2(2), 29-35. https://doi.org/10.5281/zenodo.15368958

Grupo Médico y Fundación Universitaria FUJA, Dominicana.

Universidad Pedagógica Experimental Libertador, Venezuela.

J. Manage. Hum. Resour. (July - December 2024) 2(2): 29-35 30

Introduction

Performance appraisal has been a fundamental practice

in orIn recent decades, the world of work has undergone an

unprecedented transformation in its demographic, cultural,

and functional composition. Globalization, international mo-

bility, technological advancement, and new generations have

given rise to highly diverse workforces regarding gender,

age, nationality, sexual orientation, cognitive skills, physi-

cal abilities, and career paths (Li & Tang, 2022; Kim et al.,

2025). Although potentially enriching, this growing hetero-

geneity poses considerable challenges to traditional leader-

ship and talent management models. Among the emerging

responses to this organizational complexity, inclusive lea-

dership has established itself as a relevant, innovative, and

necessary approach to fostering equitable, resilient, and sus-

tainable work environments (Sun et al., 2024; Lee & Shin,

2024).

Inclusive leadership is dened as a style that manifests it-

self through behaviors of openness, accessibility, and avai-

lability, through which leaders foster a sense of belonging

and, at the same time, value the uniqueness of each collabo-

rator (Nembhard & Edmondson, 2006; Carmeli et al., 2010).

Randel et al. (2018) point out that this type of leadership

recognizes diversity and turns it into a strategic asset by

creating psychological safety, trust, and mutual recognition

conditions. This form of leadership has demonstrated a po-

sitive eect on critical variables such as innovative perfor-

mance (Li & Tang, 2022), workplace well-being (Liu et al.,

2024), the resilience of multinational teams (Hundschell et

al., 2024), organizational commitment (Ly, 2024), and espe-

cially, on talent retention (Kim et al., 2025).

From a theoretical perspective, inclusive leadership has

been analyzed mainly from social exchange theory (Blau,

1964) and self-determination theory (Deci & Ryan, 1985).

According to the former, when leaders oer tangible or sym-

bolic resources (emotional support, respect, participation),

employees develop a relationship of reciprocity that trans-

lates into greater commitment, loyalty, and organizational

permanence (Li & Tang, 2022; Ly, 2024). On the other hand,

self-determination theory argues that the satisfaction of the

basic needs of autonomy, competence, and social connected-

ness strengthens intrinsic motivation and a sense of purpose

at work (Shafaei & Nejati, 2023; Liu et al., 2024), which di-

rectly inuences employees’ decision to stay in their position

and contribute to the development of the organization.

In this sense, recent research has identied that inclusive

leaders act as catalysts for well-being and productivity and

as protective factors against job turnover. Liu et al. (2024)

demonstrated that inclusive leadership increases job vigor,

understood as the cognitive and emotional energy that dri-

ves sustained engagement in tasks, improving subjective

well-being and reducing burnout. In turn, Kim et al. (2025)

highlighted that the perception of inclusion, mediated by po-

sitive interactions with leaders and colleagues, enhances the

meaning of work and strengthens the intention to stay, a key

indicator in talent retention.

Likewise, research by Shafaei and Nejati (2023) highlights

that inclusive leadership inuences the creation of meanin-

gful work, implying that employees perceive value, purpo-

se, and alignment between their daily work and personal

principles. In contexts where the meaning of work is high,

commitment, satisfaction, and organizational loyalty tend

to rise signicantly, thereby decreasing voluntary turnover.

For their part, Sun et al. (2024) argue that the evolution of

leadership from a supercial vision of diversity to a practice

of genuine equity requires leaders to develop deep relational

competencies capable of integrating all team members equi-

tably, regardless of their dierences.

Inclusive leadership has proven eective in multicultural

and multinational environments, where language barriers,

cultural frameworks, and divergent working styles can ge-

nerate tensions. Hundschell et al. (2024) point out that this

leadership style, coupled with an organizational climate con-

ducive to diversity, promotes team resilience, understood as

the collective ability to adapt, learn, and overcome adversity.

This capacity is essential for sustaining the commitment and

retention of employees who might otherwise feel isolated or

marginalized in contexts dominated by exclusionary organi-

zational cultures.

On the other hand, specialized literature has emphasized

that inclusive leadership enhances active participation, in-

tergroup collaboration, and continuous innovation, which

enriches organizational performance and strengthens the

worker’s professional identity (Lee & Shin, 2024; Ly, 2024).

The perception of relational justice, equitable access to re-

sources, and the possibility of personal development are key

dimensions that contribute to a satisfactory work experience,

and that, when promoted by inclusive leaders, signicantly

reduce the intention to leave (Kim et al., 2025; Liu et al.,

2024).

Despite this emerging body of evidence, signicant analyti-

cal gaps persist. Most existing studies focus on analyzing the

eects of inclusive leadership on innovation, satisfaction, or

performance, while the direct connection with talent reten-

tion in diverse teams remains fragmented. In particular, few

studies address this relationship from a multivariate pers-

pective that integrates dimensions such as work meaning,

J. Manage. Hum. Resour. (July - December 2024) 2(2): 29-3531

self-ecacy, organizational commitment, psychological sa-

fety, and emotional vigor as mediators or modulators of the

link between leadership and retention intention (Kim et al.,

2025; Sun et al., 2024).

In this context, this scientic review article aims to criti-

cally analyze recent academic production (2022–2025) on

inclusive leadership, emphasizing its impact on talent reten-

tion in diverse teams. It seeks to integrate empirical ndings

and theoretical developments from an interdisciplinary pers-

pective that articulates organizational psychology, human

talent management, and diversity and inclusion studies.

Through this review, we hope to contribute to a more robust

understanding of the strategic role of inclusive leadership in

contemporary work environments and oer theoretical and

practical foundations to guide more inclusive and sustaina-

ble management policies adapted to the human plurality that

characterizes 21st-century work.

The main objective of this scientic review article is to

critically analyze the impact of inclusive leadership on talent

retention in diverse teams, based on the scientic literature

published between 2022 and 2025. It aims to identify the

main theoretical approaches, empirical ndings, and expla-

natory mechanisms that link inclusive leadership with va-

riables such as work meaning, psychological safety, vigor,

organizational commitment, and intention to remain. Addi-

tionally, it seeks to highlight current research gaps to propose

future lines of study and practical recommendations for or-

ganizations interested in fostering inclusive and sustainable

work environments.

Research on inclusive leadership has gained traction in re-

cent years in response to the challenges arising from increa-

sing workplace diversity. Beginning with the seminal work

of Nembhard and Edmondson (2006), inclusive leadership

has been conceptualized as a style based on openness, avai-

lability, and the appreciation of individual contributions.

Subsequent research has delved into its implications for or-

ganizational well-being, performance, and team cohesion

(Carmeli et al., 2010; Randel et al., 2018).

Shafaei and Nejati (2023), from a perspective based on

self-determination theory, demonstrated that inclusive lea-

dership facilitates meaningful work experiences by gene-

rating psychological safety and promoting learning from

mistakes. Their study revealed that these factors mediate the

relationship between inclusive leadership and a sense of pur-

pose at work, directly impacting organizational commitment

and, consequently, talent retention.

For their part, Liu et al. (2024) conrmed that inclusive

leadership positively inuences workplace well-being by sti-

mulating work vigor and meeting employees’ basic needs. In

this model, the feedback provided by inclusive leaders rein-

forces employees’ internal motivation, strengthening their

willingness to remain in the organization. The connection

between leadership, well-being, and retention is especially

relevant in environments characterized by high competitive-

ness and emotional demands.

In the context of multinational teams, Hundschell et al.

(2024) highlighted that inclusive leadership improves the

team’s resilience, understood as the collective ability to face

challenges, recover from adverse situations, and adapt to

change. This resilience, mediated by an organizational cli-

mate favorable to diversity, is associated with better perfor-

mance outcomes and greater group cohesion, contributing to

avoiding talent attrition, especially in complex intercultural

contexts.

Kim et al. (2025) provided evidence from the hotel sec-

tor, demonstrating that inclusive leadership and inclusion

among colleagues inuence perceptions of inclusion, work

meaning, and intention to stay. Their ndings reveal that re-

lational capital—the quality of interpersonal relationships—

is critical to consolidating organizational cultures that retain

diverse talent. This study also highlights the moderating role

of self-ecacy, which suggests the need for inclusion strate-

gies tailored to individual characteristics.

From a complementary perspective, Ly (2024) investiga-

ted the mediating role of aective organizational commit-

ment between inclusive leadership and employee engage-

ment. The results indicated that inclusive leaders generate

greater emotional identication with the organization, in-

creasing engagement and reducing turnover intentions. This

approach revisits the postulates of social exchange theory

(Blau, 1964) by highlighting reciprocity in the leader-em-

ployee relationship.

Sun et al. (2024) proposed an evolution of inclusive lea-

dership beyond supercial diversity management toward a

practice of genuine equity, capable of transforming organiza-

tional structures into spaces where all members feel valued.

This critical vision urges organizations to develop leadership

frameworks that not only tolerate dierences but also inte-

grate them as a strategic resource for the sustainability of

human talent.

In short, although recent studies have documented mul-

tiple benets of inclusive leadership in key dimensions of

organizational behavior, there are still theoretical and empi-

rical gaps regarding its direct and sustained impact on talent

retention in diverse teams. This review aims to help close

this gap by articulating the available evidence from an inte-

J. Manage. Hum. Resour. (July - December 2024) 2(2): 29-35 32

grative and updated perspective.

Methodology

This study employed a narrative review with a thematic

focus to systematize and analyze recent scientic literature

on the role of inclusive leadership in talent retention across

diverse organizational contexts. Following Snyder’s (2019)

methodological guidelines, the review combined qualitative

depth with an exploratory approach to identify conceptual

trends, gaps, and convergences. Using a documentary analy-

sis within a qualitative paradigm, it examined empirical and

theoretical studies published between 2022 and 2025—a pe-

riod marked by the rise of inclusive leadership, digital trans-

formation, and intensied DEI policies. Inclusion criteria

focused on peer-reviewed articles addressing inclusive lea-

dership and its inuence on retention-related variables in di-

verse or multicultural settings, while non-peer-reviewed, du-

plicated, or unrelated works were excluded. The nal sample

included seven high-impact journal articles, analyzed using

Braun and Clarke (2006) thematic content analysis. Key di-

mensions included denitions of inclusive leadership, me-

chanisms of inuence on talent, mediating/moderating fac-

tors, and implications for retention. A comparative synthesis

matrix highlighted patterns, divergences, and research gaps.

Given the narrative nature of the review and the targeted

selection of documents analyzed, this study is not intended to

be exhaustive or to represent all available perspectives on the

topic. However, it oers a critical and up-to-date approach,

based on recent and relevant scientic research, which con-

tributes to constructing a robust theoretical framework to

guide future empirical research.

A comparative table was created to synthesize key insights

from seven peer-reviewed articles (2022–2025) on inclusi-

ve leadership and its inuence on talent retention in diverse

teams. Selected for their methodological rigor and thematic

relevance, the studies were compared across core elements:

authorship, publication year, journal, methodology, and main

ndings. The table highlights recurring empirical patterns,

such as the mediating role of psychological resources (e.g.,

vigor, work meaning, commitment). It emphasizes a shift in

theory from basic diversity management to more equitable

and transformational leadership models. It also illustrates the

varied contexts in which inclusive leadership is examined,

ranging from multinational teams to public and hospitality

sectors. This structured comparison provides a foundation

for deeper analysis by revealing convergences, contradic-

tions, and gaps that point to future research directions.

Results and discussion

The literature reviewed oers converging evidence on the

role of inclusive leadership as a strategic factor in retaining

human talent in diverse organizational contexts (Table 1).

In the seven studies analyzed, inclusive leadership consis-

tently appears to be a positive predictor of individual and

group outcomes, directly or indirectly impacting employees’

decision to remain in their organizations. These outcomes

include psychological safety, meaningful work, aective

organizational commitment, team resilience, vigor, and per-

ceived inclusion.

One of the most relevant ndings is that inclusive lead-

ership facilitates the development of meaningful work ex-

periences. Shafaei and Nejati (2023) demonstrated that psy-

chological safety and a climate of learning from mistakes,

promoted by inclusive leaders, mediate the perception of

meaningful work. This sense of work is directly linked to

retention by strengthening professional identity, intrinsic

motivation, and emotional commitment to the organization.

Similarly, Kim et al. (2025) showed that in the hotel sector,

inclusive leadership and inclusion among colleagues posi-

tively impact perceived inclusion, increasing both the mean-

ing of work and the intention to remain. These results under-

score the importance of the relational dimension of inclusion

in highly diverse environments with high turnover rates.

Liu et al. (2024) explore the psychological mechanisms

linking inclusive leadership to retention in depth. They argue

that this leadership style satises employees’ basic psycho-

logical needs—autonomy, competence, and relatedness—

stimulating their vigor and well-being at work. These nd-

ings, supported by self-determination theory, conrm that

retention is not only a structural issue but also a psychologi-

cal process derived from how leaders shape their employees’

daily experiences.

Beyond the individual level, several studies highlight

the systemic and collective impact of inclusive leadership.

Hundschell et al. (2024) demonstrated that, in multinational

teams, this leadership style strengthens the group’s resilience,

understood as the collective ability to adapt and recover from

adversity. This resilience, mediated by an organizational cli-

mate favorable to diversity, acts as a buer against turnover

and improves group cohesion and performance. Their study

also introduces the concept of resource caravan alignment.

Caravan alignment ), stating that the interaction between in-

clusive leadership and diverse climate enhances resilience

and, consequently, talent stability.

The mediating role of aective organizational commitment

is also highlighted by Ly (2024), who demonstrates that in-

clusive leaders generate stronger emotional bonds between

employees and the organization, which translates into high-

er engagement and lower intentions to quit. These results

are consistent with social exchange theory (Blau, 1964), in

J. Manage. Hum. Resour. (July - December 2024) 2(2): 29-3533

which leaders who oer respect, recognition, and equity gen-

erate reciprocity through commitment and retention.

From a conceptual perspective, Sun et al. (2024) argue that

inclusive leadership must evolve from supercial diversity

management to an authentic practice of equity. Their the-

oretical review says that truly inclusive leaders must chal-

lenge structural biases and generate institutional conditions

that allow all employees to belong, thrive, and develop. This

critical view aligns with current debates on transformational

leadership, institutional equity, and organizational justice.

For their part, Lee and Shin (2024) found that inclusive

leadership strengthens the organizational diversity climate,

promoting organizational citizenship behaviors oriented

toward change. Although these behaviors are not directly

linked to retention, they reect psychological states of com-

mitment, organizational identication, and a willingness to

contribute beyond the minimum role requirements, indirect-

ly reinforcing talent retention.

The reviewed studies conrm that inclusive leadership is

a multidimensional construct capable of inuencing multi-

ple psychological, social, and structural factors that support

talent retention. However, it is also evident that this impact

is neither automatic nor homogeneous. Contextual variables

such as organizational climate (Hundschell et al., 2024), peer

support (Kim et al., 2025), and employee self-ecacy (Kim

et al., 2025) play key moderating roles. Furthermore, cultur-

al dierences in the perception and application of inclusive

leadership invite the development of culturally sensitive and

adaptive models.

In short, inclusive leadership contributes to talent retention

by building environments of trust, commitment, and psycho-

logical ourishing. Future research should investigate its

longitudinal eects, applicability across dierent economic

sectors, and connection with power, reward, and career mo-

bility organizational systems.

Conclusions

This review analyzed recent literature (2022–2025) on

inclusive leadership and its inuence on talent retention in

diverse organizational settings. Drawing from seven empiri-

cal and theoretical studies across sectors such as hospitality,

the public sphere, and multinational teams, the ndings hi-

ghlight inclusive leadership as a vital resource for fostering

meaningful, safe, and engaging work environments. Rather

Table 1. Research on inclusive leadership: methods, contexts, and key ndings

Reference Study title Journal

Methodological

approach

Key Findings

Shafaei & Nejati

(2023)

Creating meaningful

work for employees:

the role of inclusive

leadership

Human Resource

Development

Quarterly

Quantitative

– structured

survey

Inclusive leadership

increases work

meaningfulness

through psychological

safety.

Liu et al. (2024)

Inclusive leadership and

employee workplace

well-being

BMC Psychology

Quantitative

– structural

equation

modeling

Inclusive leadership

improves well-being

through vigor and

feedback.

Hundschell et al.

(2024)

Leader inclusiveness and

team resilience capacity

in multinational teams

Journal of

Organizational

Behavior

Quantitative –

multinational

team study

Inclusive leadership

enhances team

resilience in

multicultural contexts.

Kim et al. (2025)

Hotel employees'

workplace inclusion and

its outcomes

International

Journal of

Hospitality

Management

Quantitative –

hotel employee

survey

Perceived inclusion

increases work

meaning and retention

intention.

Ly (2024)

Inclusion leadership

and employee work

engagement

Asia Pacic

Management

Review

Quantitative –

PLS-SEM

Organizational

commitment mediates

the link between

inclusive leadership

and engagement.

Sun et al. (2024)

Inclusive leadership:

beyond diversity to true

equity

International

Journal of Science

and Business

Theoretical–

conceptual

review

Inclusive leadership

must evolve toward

actual equity practice.

Lee & Shin

(2024)

Eects of inclusive

leadership on diversity

climate and change-

oriented OCB

Behavioral

Sciences

Quantitative

– mediation

analysis

Inclusive leadership

boosts diversity

climate and change-

oriented behaviors.

J. Manage. Hum. Resour. (July - December 2024) 2(2): 29-35 34

than a direct causal link, it enhances retention through psy-

chological and relational mechanisms, such as increased

purpose, emotional vigor, perceived inclusion, commitment,

and resilience. The review emphasizes that true inclusion

extends beyond tolerance, requiring active equity practices

and institutional support for individual development. Howe-

ver, the eectiveness of inclusive leadership is inuenced by

factors like organizational climate, peer dynamics, employee

self-ecacy, and cultural context, underscoring the need for

strategic, culturally sensitive implementation aligned with

broader DEI policies.

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Conicts of interest

The authors declare that they have no conicts of interest.

Author contributions

Conceptualization: Guerrero, A. A., & Marín, C. M.

Data curation: Guerrero, A. A., & Marín, C. M. Formal

analysis: Guerrero, A. A., & Marín, C. M. Research: Gue-

rrero, A. A., & Marín, C. M. Methodology: Guerrero, A. A.,

& Marín, C. M. Supervision: Guerrero, A. A., & Marín, C.

M. Validation: Guerrero, A. A., & Marín, C. M. Visualiza-

tion: Guerrero, A. A., & Marín, C. M. Writing the original

draft: Guerrero, A. A., & Marín, C. M. Writing, review and

editing: Guerrero, A. A., & Marín, C. M.

Data availability statement

Not applicable.

Statement on the use of AI

The authors acknowledge the use of generative AI and

AI-assisted technologies to improve the readability and cla-

J. Manage. Hum. Resour. (July - December 2024) 2(2): 29-3535

rity of the article.

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