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    Interactive assessment

    Inclusive Leadership Assessment

    Measure your inclusive leadership behaviours across three dimensions: amplifying voice and equity, active allyship, and building belonging.

    Inclusive leadership is now a measurable performance capability, not just a value. Deloitte's research found that inclusive teams outperform their peers by 80% in team-based assessments, and that leader behaviour accounts for 70% of the variance in team inclusion. This assessment helps you understand where your inclusive leadership is strongest and where deliberate development will have the most impact.

    Questions or items
    15 questions or items
    Completion time
    Around 8 minutes
    Dimensions
    Amplifying Voice & Equity, Active Allyship, Building Belonging
    What you receive
    Personalised results with result bands, section scores and development guidance.

    What it covers

    • Amplifying Voice & Equity
    • Active Allyship
    • Building Belonging

    Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree). Answer based on your actual behaviours, not your intentions. The most useful development insights come from honest self-assessment.

    Results: Personalised results with result bands, section scores and development guidance.

    How this interactive diagnostic works

    Read what it covers here first. Nothing is saved or sent until you continue. Your result is calculated once every required item is answered.

    If it asks for your first name and work email, you enter them in the diagnostic itself. This page sends nothing.

    Statements in this diagnostic

    Statements are grouped by section. Answer each one for the situation named in the instructions, using the scale shown.

    Amplifying Voice & Equity

    The extent to which you actively ensure all team members can contribute equally, regardless of seniority, style, or background.

    1. I actively notice when certain voices are dominating discussions and create space for others to contribute
    2. I check my own assumptions and biases before making decisions, particularly in hiring, promotion, and task allocation
    3. I ensure that credit for work is attributed accurately, not absorbed by the most senior or vocal team member
    4. I adapt how I communicate and develop people based on their individual needs, not a one-size-fits-all approach
    5. I advocate for equitable access to development opportunities, stretch assignments, and visibility for all team members

    Active Allyship

    The degree to which you take action to challenge exclusion, support marginalised colleagues, and use your position to advocate for others.

    1. When I witness exclusionary behaviour, a comment, an eye-roll, someone being talked over, I address it in the moment
    2. I use my influence and position to sponsor and advocate for people who have less access to power or opportunity
    3. I actively seek to understand the specific challenges faced by team members from different backgrounds, rather than assuming similarity
    4. I am willing to have uncomfortable conversations about discrimination, bias, or unfairness when they are needed
    5. I take action on inclusion issues even when they don't personally affect me

    Building Belonging

    Whether you actively create conditions where every team member feels genuinely valued, respected, and able to bring their whole self to work.

    1. People on my team would say they feel genuinely valued and respected, not just tolerated
    2. I make deliberate effort to understand what makes each team member feel included and connected
    3. I create opportunities for team members to connect across difference, background, function, level, and experience
    4. I model vulnerability and authenticity in ways that give others permission to do the same
    5. I regularly check in on whether team members feel they belong, and act on what I hear

    How the result is read

    Your answers are totalled for each section and overall. Each total falls into one of the bands below.

    • Developing, 15 to 34: Your inclusive leadership profile shows significant development opportunities. Inclusive behaviours are learnable, the research is clear that leaders who invest in this area see measurable improvements in team performance and retention. Start with your lowest-scoring dimension and commit to two or three specific behaviour changes.
    • Emerging, 35 to 52: You have some inclusive leadership foundations but significant variation across dimensions. You likely have genuine intent but may not yet have the specific behaviours and habits that translate that intent into felt experience for your team. Your lowest section is your development priority.
    • Capable, 53 to 65: You demonstrate solid inclusive leadership with real strengths. The opportunity now is to move from capable to consistent, ensuring these behaviours are present even under pressure, in difficult conversations, and in the decisions that matter most.
    • Strong, 66 to 75: You demonstrate strong inclusive leadership across all three dimensions. Deloitte's research suggests leaders with profiles like yours create teams that significantly outperform on innovation, engagement, and retention. Your opportunity is to develop other leaders to the same standard.

    Sources named in this diagnostic

    • Deloitte (2025) The Deloitte Global 2025 Millennial and Gen Z Survey. London: Deloitte.
    • Edmondson, A.C. (2018) The Fearless Organization. Hoboken, NJ: John Wiley & Sons.
    • McKinsey & Company (2023) Diversity wins: How inclusion matters. New York: McKinsey Global Institute.
    • World Economic Forum (2026) The Human Advantage: Stronger Brains in the Age of AI. Geneva: WEF.

    Where to take the next step

    Our leadership development programmes are bespoke, research-grounded and built around the human capabilities that drive lasting performance.

    Explore Leadership Development

    Frequently asked questions

    What does the Inclusive Leadership Assessment measure?

    Inclusive leadership is now a measurable performance capability, not just a value. Deloitte's research found that inclusive teams outperform their peers by 80% in team-based assessments, and that leader behaviour accounts for 70% of the variance in team inclusion. This assessment helps you understand where your inclusive leadership is strongest and where deliberate development will have the most impact.

    How many questions are in the Inclusive Leadership Assessment?

    It contains 15 questions grouped into 3 dimensions: Amplifying Voice & Equity, Active Allyship, Building Belonging.

    How is the Inclusive Leadership Assessment scored?

    Responses are totalled within each section and across the diagnostic, and each total falls into a result band.

    What happens after I complete the Inclusive Leadership Assessment?

    Once the required items are answered, you enter your first name and email to see your results: an overall interpretation, section scores and development guidance.

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