How leaders shape the impact of HR's diversity practices on employee inclusion

In this paper we develop a theoretical framework about how leaders help shape the impact of HR diversity practices on employee inclusion. So far, the HR literature has given leaders a relatively passive role in that they are mainly seen as enactors and communicators of HR policies and practices. We expand this view by suggesting that leaders can respond to HR's (diversity) practices with various levels of alignment (or misalignment), and clarify the respective implications for felt inclusion. Informed by literature on multiple identities at work, we derive four potential responses of leaders to HR's diversity practices—deletion, compartmentalization, aggregation, and integration. We show how these responses shape the effects of diversity practices on employee inclusion, and in doing so, we also question a commonly held assumption that leaders' full alignment with HR's diversity practices is the most conducive for employees' felt inclusion. Our framework has important implications for theory and practice, as it specifies the role of leaders in leveraging the inclusive potential of HR diversity practices.