Abstract
Corporate sustainability transformation increasingly depends on cross-boundary collaboration, yet inclusive leadership approaches often treat intercultural and intergenerational differences as separate problems. This developmental paper proposes an integrative framework conceptualising both as interconnected aspects of organisational diversity. Grounded in Freeman's stakeholder theory and Ang et al.'s Cultural Intelligence framework, the study integrates thematic analysis of expert interviews across three stakeholder groups (SME representatives, ecosystem actors, young professionals) with reflective practice insights from 15+ years of multicultural team leadership. Four actionable leadership guidelines - inclusive language, cultural mapping, collective learning, relational connection - operationalise abstract theory into concrete practices. The framework demonstrates that perspective-taking and integrative communication serve as meta-competencies applicable across both cultural and intergenerational contexts. By acknowledging legitimate tensions rather than seeking false harmony, the study contributes practice-oriented guidance for inclusive leadership in corporate sustainability transformation whilst addressing a significant gap in integrated European SME literature.