Royal Holloway, University of London, United Kingdom
This study examines how employees with disabilities experience inclusion, defined by belongingness and uniqueness, within an international organizational context. Employing a mixed-methods approach, the quantitative study (Study 1) reveals the relationships between self-stigma, leader-member exchange (LMX), and inclusion dimensions, while the qualitative study (Study 2) identifies three distinct employee types—self-stigmatized, indifferent, and advocates—each reflecting unique dynamics of stigma and inclusion. Findings emphasize the critical role of high-quality LMX in reducing self-stigma and fostering authentic inclusion. These insights contribute to advancing Diversity, Equity, and Inclusion (DEI) practices by integrating employee-centered perspectives among employees with disabilities.
