TABLE 1.

Reflections on inclusive leadership theory and its application to the JLA process

Theoretical foundations of inclusive leadership	Reflections and interpretation of theory	Examples of how theory was practically applied to JLA process
Acknowledging and valuing everyone's inherent worth	Not seeing people's deficits, but valuing their resources and qualities Sense of worthiness enhances the sense of belonging – this can be stimulated by Inclusive leaders Inclusive leaders value people for their unique identities, perspectives and talents	Engagement from the steering group was appreciated and valued by leaders; members had the freedom to express views/experiences Sense of belonging voiced by the steering group Trusting relationships fostered a psychologically safe working environment SNMRLs from different geographical locations and with different clinical backgrounds, respected and valued diversity of experience
Based on human rights approach	Fosters attitudes and actions to ensure that human rights criteria (availability, accessibility, quality, affordability, acceptability) and principles (non‐discrimination, participation, access to information, accountability and sustainability) are accounted for	PPI members requested using Zoom for meetings as more accessible and fewer problems with connectivity Payment provided for PPIE time Community staff working at all levels welcomed Images used on promotional webpages advocated for diversity
Awareness of interconnectivity	Eco‐systemic awareness emphasizes well‐being Inclusive leadership shifts from seeing individual viewpoint to experiencing the system from the perspective of others, particularly marginalized groups. Goal to co‐sense, co‐inspire, and co‐create an emerging future that values the well‐being of all	Each steering group member used networks to access marginalized groups. Challenging due to COVID as many groups were not meeting. Impact of COVID on staffing and ways of working, reduced team meetings and more lone working, led to fewer opportunities to share surveys and access patients
The role of power	Power is considered the vital energy that drives each person to act and enact change in the direct environment Power finds common ground amongst different interests and builds collective strength	Shared vision amongst steering group PPIE input into promotional materials; steering group reviewed project documents. Final workshop had a diverse representation. Common themes and priorities are determined whilst respecting fellow attendees' perspectives and experiences
Courage to share and take responsibility	Inclusive leaders should invite team members to take up the responsibility to feel part of the process. Empower the team by valuing potential and motivating them to leave their comfort zones.	Sub‐groups required to support survey development Networking responsibilities shared Final workshop preparations and responsibilities shared between steering group

Note: Bortini, P., Paci, A., Rise, A., & Rojnik, I. (2018). Inclusive leadership: Theoretical framework. Inclusive leadership. Available online https://inclusiveleadership.eu/ [Accessed 20 Jan 2022].