Research on leader inclusion has continued to proliferate. However, most of the research has not focused on the importance of leader inclusion for employees with marginalized social identities. Based on Shore, Randel, Chung, Dean, Ehrhart, and Singh's (2011) model of work group inclusion consisting of fulfillment of needs for belongingness and value in uniqueness, we describe four different leadership orientations including leader inclusion, exclusion, assimilation, and differentiation. Three psychological mechanisms that result when employees feel included by the leader are discussed, consisting of psychological safety, psychological empowerment, and work group identification. While leader inclusion has been shown to be beneficial to employees generally, this article provides increased attention to the particular importance of leader inclusion for employees who are members of marginalized social identity groups.

关于领导者包容性的研究一直在继续激增。但是，大多数研究并未将领导者包容对于具有社会边缘身份的员工的重要性。基于Shore，Randel，Chung，Dean，Ehrhart和Singh（2011）的工作组包容模型，其中包括满足对归属感和独特性价值的需求，我们描述了四种不同的领导取向，包括领导者包容，排斥，同化和差异化。讨论了当员工感到被领导者包容时产生的三种心理机制，包括心理安全，心理授权和工作组识别。事实证明，包容领导者通常对员工有利，