This article advances prior theory on inclusive leadership to better understand how leaders foster team creativity through members’ experience that their uniqueness belongs within the team (i.e., team-derived inclusion). We argue that leaders can instigate such sense of inclusion in their team by engaging in two behaviors: stimulating all members of the team to fully express their unique viewpoints and perspectives (harvesting the benefits of diversity) and facilitating beliefs about the value of differences in the team (cultivating value-in-diversity beliefs). In Study 1 (n = 491 employees), we validated newly developed scales measuring these two leader behaviors. Using a sample of 38 teams within one organization (Study 2), we showed that harvesting the benefits of diversity, without also cultivating value-in-diversity beliefs, has a negative effect on team-derived inclusion and indirectly team creativity. In Study 3, we demonstrated based on 93 teams from multiple organizations, while ruling out several alternative explanations, that harvesting the benefits of diversity positively relates to team-derived inclusion and indirectly team creativity, if leaders also cultivated value-in-diversity beliefs. Our model and findings across studies are the first to shed light on inclusive leadership as double-edged sword in that leaders may need to complement harvesting with cultivating to prevent negative effects and elicit positive effects on inclusion and, eventually, team creativity.

本文提出了关于包容性领导的现有理论，以更好地理解领导者如何通过成员的独特性属于团队（即团队派生的包容性）的经验来促进团队的创造力。我们认为，领导者可以通过参与两种行为来激发团队中的包容感：激励团队中的所有成员充分表达其独特的观点和观点（收获多样性的好处）以及促进人们对团队中差异价值的信念。团队（培养多元化价值观）。在研究1（n = 491名员工）中，我们验证了测量这两种领导者行为的新开发的量表。通过使用一个组织中38个团队的样本（研究2），我们发现在不培养多元化价值观念的情况下，收获多元化的好处，会对团队产生的包容性和团队创造力产生负面影响。在研究3中，我们基于来自多个组织的93个团队进行了论证，同时排除了几种其他解释，如果领导者还培养了多元化的价值观，那么收获多样性的好处与团队衍生的包容性和间接的团队创造力正相关。我们的研究模型和研究结果首次阐明包容性领导是双刃剑，因为领导者可能需要通过耕种来补充收获 以防止负面影响并在包容性和团队创造力方面产生积极影响。