Diversity-Specific Empowering Leadership: An Alternative Approach to Reducing Sex-Based Bias and Enabling Inclusivity

Abstract

Achieving sex-based equity in organizational leadership roles has proven to be a \u27wicked\u27 problem with existing diversity initiatives providing minimal improvement. In this paper, we address this issue by considering a key inhibiter to women\u27s leadership advancement—biased perceptions of female leaders\u27 competence—and links to a climate for inclusion. In Study 1 (N = 236), we develop and validate a Diversity-Specific Empowering Leadership (DSEL) measure, and demonstrate its value in predicting perceptions of female leaders\u27 competence when compared to alternative leadership models (empowering leadership, transformational leadership, diversity-specific transformational leadership, transactional leadership, leader diversity-valuing behavior, and inclusive leadership). In Study 2 (N = 314), we introduce sex-based diversity beliefs as a moderator in the relationship between DSEL and perceptions of female leaders\u27 competence. In Study 3 (N = 313), we provide support for a mediated moderation model, with sex-based diversity beliefs moderating the effects of DSEL on perceptions of female leaders\u27 competence. In turn, this is associated with a climate for inclusion. DSEL is collaborative and developmentally focused, and our findings suggest it may attenuate sex-based biases in perceptions of leadership, especially for those who have been most resistant to change (i.e., individuals with negative sex-based diversity beliefs). Our research offers theory that can support ethical action by advancing DSEL as a promising \u27target-specific\u27 leadership model for creating less biased and more inclusive work environments for all. This article was published Open Access through the CCU Libraries Open Access Publishing Fund. The article was first published in Journal of Business Ethics: https://doi.org/10.1007/s10551-025-05973-