This study aims to enhance the understanding of inclusive leadership (IL) behavior by examining its theoretical evolution and addressing conceptual ambiguities. Without delving into specific numerical analyses, the researcher presents a three-tiered model of IL behavior that encompasses encouraging employee authenticity through diversity promotion, fostering team cohesion by building relationships, and publicly recognizing achievements aligned with organizational inclusion goals. Additionally, the article establishes a nomological network of variables related to inclusive leadership, providing a brief overview of pertinent theories such as social exchange and intrinsic motivation. These theories elucidate the underlying mechanisms, such as motivation and reciprocity, supporting the corresponding relationships within the IL framework. The researcher advocates for further exploration of the IL multi-level model to assess its predictive validity for organizational and personnel outcomes.