Research from the Clear Company has found that insurance professionals view authenticity and empathy as the most important traits for inclusive leadership in the sector.
In a recent survey, both qualities were identified by 78% of respondents as essential attributes for senior leaders. Cultural awareness was next at 64%, followed by humility (59%), collaboration (55%), and vulnerability (52%).
The survey was conducted ahead of the Clear Company’s planned session on inclusive leadership at the Dive In Festival. Registration is ongoing for the annual event, which is expected to attract more than 40,000 participants across six continents.
The event will feature over 70 hybrid sessions covering topics such as leadership, inclusion, artificial intelligence, innovation, and business performance. This year’s theme, “Belonging Builds Tomorrow,” is focused on embedding a sense of belonging as a driver of future workplace culture.
Respondents from the Clear Company’s survey also highlighted behaviours that help create a sense of belonging in the workplace. The majority, 81%, said managers foster belonging most effectively by leading by example. Open communication was cited by 71%, while 60% said seeking and acting on feedback played a key role.
The Clear Company has previously noted that while organisations increasingly expect leaders to have inclusive management skills, many do not provide structured training to develop them.
Although around 19% of operational expenditure in the sector is allocated to skills and management development, there remains a gap between the expectations placed on leaders and the resources offered to build these capabilities.
Kate Headley (pictured), chief executive of the Clear Company and the UK Government’s Disability & Access Ambassador for the Recruitment Industry, said the sector is experiencing changes in how it operates and how it leads.
“Our data shows a clear demand for leaders who are not only skilled technically, but are also deeply human. Authenticity and empathy are no longer optional; they are essential traits that build trust, foster collaboration, and drive performance,” she said.
Industry discussions have previously pointed to a gap between the intentions of diversity, equity and inclusion (DEI) initiatives and their measurable outcomes. Some stakeholders report progress in workplace representation and awareness, while others highlight the need for more substantive change that directly impacts employee experience and leadership diversity.
Headley noted that these qualities can be difficult to assess and develop within senior teams, but they are in demand and help build more inclusive workplace cultures.
“It’s clear from our survey and our work with leaders across the sector that they are elements that are both in demand from the workforce and will create more inclusive cultures. It’s time to move beyond policies and tick boxes, and truly live the values that make inclusion real,” she said.
Calls for leadership accountability are continuing to grow, with industry participants urging that DEI strategies be backed by measurable results and sustained representation at senior levels. This includes linking progress on inclusion to organisational performance metrics and ensuring that leadership teams reflect the diversity found in the broader workforce.
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