Among Indian women, perceptions of inclusion accounted for 46 per cent of innovation and 29 per cent of team citizenship, while among men, perceptions of inclusion accounted for 82 per cent of innovation and 61 per cent of team citizenship, says Catalyst's new global report--Inclusive Leadership: The View From Six Countries.
The report surveyed over 1,500 employees from India, Australia, China (Shanghai), Germany, Mexico and the US.
"Developing and reinforcing altruistic leadership behaviours within the workforce, especially among emerging leaders, is a powerful way for companies to create a culture of inclusion and empowerment," Catalyst India WRC Executive Director Shachi Irde said.
When employees feel they are in a supportive environment where their ideas are valued by senior leaders in an organisation, they are more willing to share their insights, she opined.
"This not only fosters innovation in the workplace, but also enhances organisational performance as well," Irde said.
In China, inclusiveness accounted for 78 per cent of innovation and 71 per cent of team citizenship, while in Mexico it accounted for 51 per cent of innovation and 60 per cent of team citizenship.
Inclusiveness in Australia, Germany and the United States accounted for 19-22 per cent of innovation and 29-41 per cent of team citizenship.
Globally, employees felt included when they perceived they were both similar to and distinct from their co-workers.
However, in India employees do not differentiate between belongingness and uniqueness, but see them as two sides of the same coin, equivalent indicators of inclusion.
In India, perceiving leaders as altruistic accounted for as much as 42 per cent of inclusion in both male and female employees.
"Characteristics like humility and courage are absolutely essential for creating more inclusive, dynamic workplaces around the world, where women and men can advance and thrive," Catalyst President and CEO Deborah Gillis opined.
This report, she said, shows that small moments can have a big impact on innovation, performance and productivity. "Leaders must be mindful of what makes employees feel included, and excluded, and develop skills that can help their companies attain inclusion for the long term," she added.