Abstract
The beneficial influence of inclusive leadership on followers is well-researched, but the implications of the same on the leaders are underresearched. Addressing this gap in the literature, our work proposes a conceptual model based on the theory of self-regulation wherein engaging in inclusive leadership behaviors predicts greater laissez-faire behaviors by the leaders, and this relationship is mediated by ego depletion. Further, leaders high on trait self-regulation demonstrate less laissez-faire leadership behaviors following ego-depletion than their low-trait self-regulation counterparts. The managerial and practical implications of the study are discussed.