The purpose of this paper is to unfold the internal dynamics of a workgroup of healthcare professionals and to identify leadership behaviors that can enhance the benefits of professional diversity to improve the quality of care. The present study explores the recent literature on leadership, professional diversity within workgroups of healthcare professionals, and their performance outcomes especially the quality of care. The finding reveals that the sub-group categorization is salient diversity generated process in the profession-based workgroup of healthcare professionals and shared perception of inclusiveness of workgroup leader can reduce the saliency of sub-group categorization and facilitates the full contribution of group members by creating psychological safety climate and workgroup inclusion to enhance the quality of care they delivered. This paper identified the salient process of diversity within the workgroup of healthcare professionals and explores the role of a shared perception of inclusive leadership in enhancing the quality of care, thereby offering a novel framework for future inclusive leadership and quality of care research. Leaders can capitalize on the proposed model to utilize the benefits of the presence of professional diversity within a workgroup of healthcare professionals to improve the quality of care.

Purpose: The aim of the study is to investigate the multilevel effects of the inclusiveness of workgroup leaders on quality of care by intervening through a “psychological safety climate” at the group level and “perceived workgroup inclusion” at the individual level within professionally diverse workgroups of healthcare professionals. Material and Methods: Data are collected from 305 healthcare professionals nested in 61 workgroups and 305 patients treated by the same workgroups working in public-sector hospitals in Pakistan. Hypothesized relationships are tested through multilevel analyses using Mplus 7. Results: The results of the study show that inclusive leadership can enhance the quality of care delivered by multiprofessional workgroups of healthcare professionals through perceived workgroup inclusion. Further, the psychological safety climate does not mediate the relationship between inclusive leadership and quality of care individually, but it transmits the effects of inclusive leadership through perceived workgroup inclusion on quality of care. Conclusion: The results of the study suggest that the inclusiveness of workgroup leaders, the psychological safety climate, and perceived workgroup inclusion can create safe and inclusive interpersonal mechanisms that play a key role in transmitting the positive effects of inclusive leadership on quality of care.