Dark Side of Inclusive Leadership: Optimal Distinctiveness Profiles and Follower Dysfunctional Outcomes

This paper presents a theoretical model explaining why inclusive leadership, despite its positive intentions, can for some people be ineffective in terms of their perceived inclusion and lead to dysfunctional outcomes. Drawing on Optimal Distinctiveness Theory (ODT), we propose that followers possess varied profiles of optimal distinctiveness needs for uniqueness and belongingness, which may be balanced or unbalanced (i.e., with equal or unequal levels of uniqueness and belongingness needs) and stable or unstable (i.e., depending on how susceptible or not to situational influences followers are). Our model suggests that a mismatch between followers’ needs profiles and inclusive leadership behaviors can lead to identity threats, influencing followers’ perceptions of inclusion and potentially triggering dysfunctional outcomes at the individual, dyadic and relational, team, and organizational level. Our model contributes to the inclusion literature by providing an understanding of how individual differences in optimal distinctiveness needs profiles can impact the outcomes of inclusive leadership, underscoring that even well-intended leadership initiatives in organizations can be ineffective and lead to dysfunctional outcomes. Empirical implications of our model include the necessity for leaders to adapt their strategies to accommodate the diverse identity needs of their followers, thereby enhancing the effectiveness of inclusive leadership for all followers.