Inclusive leadership in organizations

Challenges and strategies in a large maintenance company

Abstract

Inclusive leadership has stood out as an essential element in the contemporary corporate context, driven by globalization and the increasing appreciation of diversity within organizations. In this scenario, the present study aims, in general, to identify the main challenges and strategies in managing inclusive leadership in a large Brazilian company in the industrial maintenance sector. The methodology adopted consisted of a case study with a qualitative approach, based on a review of the literature and interviews with company leaders in the industrial maintenance segment in the city of Itabira-MG. The method sought to understand the participants' perceptions and experiences regarding inclusion-focused actions, establishing connections between the empirical results and the theoretical framework on inclusive leadership. Data analysis revealed that the company studied has formal policies and actions aimed at inclusion, such as training and awareness campaigns; however, the application of these initiatives still occurs heterogeneously across units. Cultural, structural, and operational barriers were identified that hinder the consolidation of effectively inclusive leadership. The most promising strategies include the creation of affinity groups, the development of active listening channels, and the use of technology as a tool to support equity. It is concluded that promoting inclusive leadership is an ongoing process that requires institutional commitment, clear governance, and continuous monitoring. Although significant progress has been observed, challenges related to organizational culture and resistance to change persist.