To build strong, cohesive teams, managers are increasingly turning to a leadership approach known as "inclusive leadership." This concept emphasizes creating an environment where every team member feels both a sense of belonging and recognition of their individuality. Inclusive leadership involves two main types of behaviors: one that fosters unity, such as supporting team members and involving them in decision-making, and another that emphasizes individuality, by encouraging people to express their unique skills and aspirations. Research has shown that inclusive leadership can lead to increased creativity, better team performance, and a more positive workplace climate. As a result, many organizations have invested in training programs to help managers improve their communication, encourage employee participation, and recognize individual contributions. However, these efforts do not always produce the same positive outcomes for every employee. The effectiveness of inclusive leadership can depend on individual differences in how people experience belonging and uniqueness. According to the optimal distinctiveness theory, people seek a balance between feeling connected to a group and maintaining a sense of individuality. This means that different employees may have varying needs at different times. For example, someone with a strong need for personal recognition might feel satisfied when their manager acknowledges their individual achievements, but feel excluded if the focus shifts to their role within the team. In such cases, the employee might begin to feel threatened, leading to behaviors like comparing themselves negatively to others or disengaging from the team. Similarly, a new employee who is focused on being accepted might feel uncomfortable if their manager consistently highlights what makes them different from the rest of the team. Rather than feeling valued, they may feel exposed and begin to distance themselves from the group. These mismatched expectations can lead to feelings of being questioned, which can result in disengagement, performative displays of solidarity, or even reduced support for diversity and inclusion initiatives. Despite these challenges, inclusive leadership is still a valuable approach, provided it is adapted to the specific needs of the team. Rather than applying a one-size-fits-all strategy, managers should be attentive to the evolving needs of their employees. This requires developing a deeper understanding of individual needs and being responsive to how these needs change over time. Training programs should focus on flexibility and reflective practice, helping managers assess the real-time impact of their behaviors. By doing so, managers can foster stronger team cohesion, trust, and performance, ultimately achieving more meaningful and lasting results.