Inclusive Leadership (IL) theory incorporates a principal’s ability to create a sense of belonging for all group members including those from historically marginalized groups. Historically marginalized groups include ethnic minorities, women, people with disabilities, persons who identify as LBGTQ+, and others from human identities who face negative bias in their social or organizational context stemming from group or individual traits (Hantula, Psychol Rec 59(4):701–701, 2009; Kuknor and Bhattacharya, Eur J Train Dev 46:771, 2020; Ryan, J Educ Adm Found 18(1–2):92–125, 2007; Shore and Chung, Group Org Manag 47(4):1–32, 2021; Shore et al., J Manag 37(4):1262–1289, 2011; van Knippenberg and van Ginkel, Group Org Manag 47(4):1–19, 2021). Inclusive leadership also highlights the two-way leader-follower dynamic, with followers receiving greater levels of consideration and importance than the traditional leader-centric view (Hollander, Inclusive leadership: The essential leader-follower relationship. Routledge, 2012). This treatise discusses inclusive leadership as a two-way process and notes the impact of inclusive leadership on workgroups and DEI initiatives. Also discussed is the impact of spiritual leadership on a team’s ability to produce outcomes in support of organizational objectives. Realistic Group Conflict Theory (RGCT) and Critical Race Theory (CRT) are also discussed as additional frameworks relevant to leaders seeking to build diverse, inclusive, and effective teams as part of workgroups or organizations in support of company objectives.