Inclusive Leadership and Governance in Information Technology Industry

1. Introduction

In today’s rapidly evolving digital environment, Information Technology (IT) plays a significant role in shaping organizational success, innovation, and communication. IT influences how organizations manage operations, make decisions, and respond to the changing demands of society. As technology continues to advance, organizations are expected not only to improve technical performance but also to create inclusive and fair workplaces that value diversity, collaboration, and employee participation. Inclusive leadership and governance in IT have become essential in promoting equal opportunities, strengthening teamwork, and encouraging innovation within organizations. However, despite the importance of inclusivity, many IT organizations still experience challenges related to equality, employee engagement, and leadership practices that affect both organizational performance and employee satisfaction.

The IT industry is often characterized by rapid technological change, heavy workloads, and hierarchical organizational structures that may unintentionally limit employee participation in decision-making and career advancement opportunities. In many organizations, employees feel that their opinions and ideas are overlooked, reducing their motivation, creativity, and sense of belonging in the workplace. Effective decision-making in IT requires collaboration among employees because even a small error may affect the overall performance, security, and reliability of systems and data. However, some leaders fail to foster open communication, trust, and ethical behavior, resulting in poor governance practices, workplace inequality, and high employee turnover. Additionally, diversity gaps remain evident in the IT sector, particularly in the underrepresentation of women and other groups, limiting the range of perspectives needed for innovation and user-centered technological development.

Given these concerns, the study focuses on examining inclusive leadership and governance practices in Information Technology organizations. Specifically, it aims to identify the existing gaps, strengths, and opportunities related to diversity and equity practices, employee empowerment and voice, ethical leadership and trust, and participation in decision-making. The study also seeks to determine how inclusive leadership and effective governance contribute to organizational productivity, employee satisfaction, innovation, and long-term development. By investigating these factors, the research intends to provide organizations with evidence-based recommendations and practical strategies for improving leadership approaches, strengthening governance systems, and creating a more inclusive and supportive IT workplace where all employees feel valued and empowered to contribute.

2. Materials and Methods

This study employed a qualitative research approach to explore the factors influencing firm value within the Philippines' e-commerce industry. A purposive sampling technique was used to assemble a robust dataset of managers from various companies within the sector. The selected participants were strategically chosen based on their key roles and responsibilities related to financial management and research and development (R&D) within their organizations.

Data were collected through a structured survey designed to gather in-depth insights into corporate earnings volatility management, financial performance, market valuation, and R&D practices. The questionnaire was carefully crafted to ensure the relevance and comprehensiveness of the data collected, targeting specific aspects of the participants' expertise.

Survey responses were obtained from employees of online marketplace companies as well as other e-commerce firms operating in the Philippines. The collected data were systematically analyzed to uncover the complex relationships between earnings volatility, financial strategies, market valuation, and R&D investments in the context of the evolving e-commerce landscape.

3. Results and Discussion

1. What is the profile of the IT Employees in terms of:

Table 1 shows that the majority of respondents are aged 18–29 years old (41 or 56.16%), followed by those aged 30–45 years old (28 or 38.36%) and 46–61 years old (4 or 5.48%), with no respondents aged 61 and above, indicating that the IT workforce in the study is particularly composed of younger professionals.

The findings indicate that the majority of IT employees are aged 18–29 years (56.16%), followed by those aged 30–45 years (38.36%), while only a small proportion belong to the 46–61 age group (5.48%), suggesting that the IT workforce is predominantly composed of younger professionals. This may be attributed to the technology industry's fast-paced and innovation-driven environment, which often attracts digitally skilled and adaptable younger workers.

This finding is supported by Anastacio (2020), who noted that the Philippine information and communications technology sector is characterized by a growing workforce of digitally competent individuals who drive technological advancement and digital transformation initiatives. The predominance of younger employees may also contribute to increased openness to innovation, collaboration, and the adoption of emerging technologies within organizations. However, the relatively low representation of older employees highlights the importance of fostering age-inclusive practices to ensure that valuable experience and institutional knowledge are retained alongside the fresh perspectives brought by younger professionals. (Anastacio, 2020).

As shown in Table 2, most of the respondents are male, with 55 respondents (75.34%). Female respondents make up 15 respondents (20.55%), while 3 respondents (4.11%) belong to other gender categories including the lesbian and binary. This shows that the IT employees included in the study are mostly male.

The data reveal that the majority of IT employees are male (75.34%), while female employees account for 20.55% and other gender identities represent 4.11% of the respondents. This indicates that the IT workforce in the study remains predominantly male, reflecting the persistent gender imbalance often observed in technology-related fields.

The findings are consistent with the observations of Presto (2025), who highlighted that despite ongoing efforts to promote gender inclusivity in the Philippines, disparities in representation and workplace participation continue to exist across various sectors. The presence of female and other gender identities in the workforce, however, suggests gradual progress toward greater diversity and inclusion. These findings underscore the importance of strengthening gender-responsive policies and inclusive leadership practices to ensure equal opportunities, participation, and career advancement for employees regardless of gender identity (Presto, 2025).

Table 3 presents the majority of the respondents as single, with 55 individuals (75.34%), indicating that most participants have not been married. This is followed by married respondents, with 12 individuals (16.44%). Meanwhile, 3 respondents (4.11%) are separated, 1 respondent (1.37%) belong to the widowed, and only 2 respondents (2.74%) belong to other civil categories.

The results indicate that the majority of IT employees are single (75.34%), followed by married employees (16.44%), while only a small percentage are separated (4.11%), widowed (1.37%), or belong to other civil status categories (2.74%). This distribution suggests that the IT workforce in the study is largely composed of individuals who may be in the early stages of their careers, which aligns with the predominance of younger employees identified in the age profile.

The outcome reveals that this is supported by Misawa et al. (2025), who observed that many employees in technology-oriented and startup environments in the Philippines are relatively young professionals, a demographic often associated with being single and actively focused on career development and skill enhancement. The predominance of single employees may contribute to greater flexibility in adapting to technological changes and organizational demands, while also emphasizing the need for inclusive workplace policies that address the diverse needs of employees across different life stages and family situations (Misawa et al., 2025).

Table 4 illustrates the majority of the respondents have 3 Years and Below in service, with 38 individuals (52.05%), indicating that most participants are relatively new or have shorter tenure in their roles. This is followed by respondents with 4-6 Years of service, with 16 individuals (21.92%). Furthermore, 11 respondents (15.07%) have 10 Years and Above in service, and only 8 respondents (10.96%) belong to the 7-9 Years category.

The findings indicate that the majority of IT employees have 3 years and below of service (52.05%), followed by those with 4–6 years of service (21.92%), while 15.07% have 10 years and above and 10.96% have 7–9 years of service. This suggests that the IT workforce is largely composed of relatively new employees, reflecting the dynamic and rapidly evolving nature of the technology sector, where organizations frequently attract new talent to meet changing technological demands.

The result is supported by Anastacio (2020), who emphasized the continuous growth and development of the Philippine ICT sector, which creates opportunities for the entry of new professionals into the industry. The presence of employees with longer years of service, however, indicates that organizations also retain experienced personnel who contribute valuable expertise and institutional knowledge. These findings highlight the importance of implementing leadership and governance practices that support both employee development and retention across different stages of tenure (Anastacio, 2020).

Table 5 depicts that most respondents have attained college education. The majority are College Level students (45.21%), followed by College Graduates (41.10%). Only a small percentage are Senior High School Graduates (6.85%) and Junior High School Graduates (5.48%), while 1.37% belong to the "Others" category. No respondents reported having a Master's or Doctorate degree. These results indicate that the respondents generally have a relatively high educational background.

The data reveal that most IT employees have attained a college-level education, with 45.21% being College Level and 41.10% being College Graduates, while only a small proportion are Senior High School Graduates (6.85%), Junior High School Graduates (5.48%), or belong to other educational categories (1.37%). No respondents reported holding a Master’s Degree or Doctorate Degree. These results suggest that the IT workforce generally possesses educational qualifications aligned with the knowledge and technical competencies required in the industry.

This study is supported by Anastacio (2020), who emphasized that the Philippine ICT sector relies heavily on individuals with specialized knowledge and technical skills acquired through higher education and related training. The predominance of respondents with college education indicates a workforce equipped to adapt to technological advancements and organizational demands, while the absence of postgraduate degree holders may highlight opportunities for organizations to encourage further professional and academic development among employees (Anastacio, 2020).

2. How do the respondents assess the inclusive leadership and governance in IT industry as to:

Range Scale Verbal Interpretation Symbol

5 4.20-5.00 Highly Practiced HP

4 3.40-4.19 Practiced P

3 2.60-3.39 Moderately Practiced MP

2 1.80-2.59 Least Practiced LP

1 1.00-1.79 Not Practiced NP

Table 6 displays the assessment of decision-making participa00tion in IT practices, which is rated as Highly Practiced (HP) with a composite grand mean of 4.63. All indicators are perceived as highly practiced, particularly: IT employees are consulted before important policies or changes are implemented and employees are given equal opportunities to contribute ideas during meetings and discussions, both with a composite weighted mean of 4.64 and ranked 1.5; suggestions from employees are considered seriously by leaders with a composite weighted mean of 4.63 as rank 3; while employees are encouraged to participate in decision-making processes and are involved in planning and goal-setting activities both obtained a composite weighted mean of 4.61, sharing rank 4.5.

The findings imply that organizations have established a generally inclusive decision-making environment, which can enhance employee engagement, motivation, and sense of ownership. However, the gap between managers’ and employees’ perceptions suggests a need for organizations to further strengthen genuine participation by ensuring that employees not only feel included but also experience meaningful influence in decisions. Improving transparency, feedback mechanisms, and active involvement in planning processes can help bridge this perception gap and promote a more truly collaborative and inclusive workplace culture.

The results of Table 6 are supported by the study of Guo, Y. Jin, J., & Yim, S.-H. (2023), which found that inclusive leadership—characterized by encouraging employee participation, valuing input, and involving employees in decision-making—significantly enhances innovative work behavior. Their study emphasizes that when employees are actively consulted and given opportunities to contribute ideas, they feel more empowered and engaged in their work. This aligns with the present findings where decision-making participation was rated as highly practiced, indicating that organizations that foster inclusive and participative environments tend to achieve more positive employee outcomes.

Table 7 summarizes the assessment of diversity and equity practices in IT, which is rated overall as Highly Practiced (HP) with a composite grand mean of 4.43. Most indicators are rated as highly practiced, particularly: the organization supports diversity in leadership roles and positions with a composite weighted mean of 4.59 as rank 1; the workplace provides equal access to training and professional development with 4.49 as rank 2; hiring and promotion decisions based on merit and fairness with 4.47 as rank 3; and the promotion of equal opportunities regardless of gender identity or background with 4.44 as rank 4. However, discrimination and bias being actively addressed in the organization received the lowest composite weighted mean of 4.18, interpreted as Practiced (P) and ranked 5.

The results suggest a perceptual gap between management and employees regarding the implementation of diversity and equity initiatives. While leadership believes these practices are strongly embedded, employees experience them as less consistent, particularly in handling discrimination and bias. This suggests a need for the organization to strengthen communication, transparency, and enforcement of equity policies to ensure they are felt at all levels. Enhancing feedback mechanisms, reinforcing anti-discrimination measures, and promoting inclusive leadership practices could help bridge this gap and create a more genuinely inclusive workplace environment.

The findings are supported by the study of Banono (2023), which revealed that while management often perceives diversity and inclusion practices as strongly implemented, employees tend to rate these initiatives more moderately, particularly in areas involving fairness and the handling of discrimination. This aligns with the present results, where IT managers/owners viewed diversity and equity practices as “Highly Practiced,” whereas employees provided lower ratings, especially on indicators such as addressing discrimination and ensuring equal opportunities.

Table 8 illustrates the assessment of transparency and accountability in IT practices, which is rated as Highly Practiced (HP) with a composite grand mean of 4.61. All indicators are interpreted as highly practiced, particularly: leaders communicate decisions clearly and openly to employees with a composite weighted mean of 4.64 as rank 1; employees understand how decisions are made within the organization and leaders take responsibility for mistakes and issues in the workplace both with 4.63, ranked 2 and 3 respectively; the organization provides timely updates on policies and organizational changes with 4.59 as rank 4; and having clear systems for reporting unfair practices or concerns with 4.58 as rank 5.

The results show that the organization demonstrates a strong culture of transparency and accountability, which is essential in building trust between leadership and employees. The high composite results suggest that communication processes, decision-making clarity, and responsibility-taking practices are well-established and effective. However, the slight difference between managerial and employee perceptions indicates that there may still be minor gaps in how transparency is experienced at the employee level. This suggests that while policies and systems are in place, continuous improvement in communication consistency and feedback mechanisms is still important to ensure that all employees fully experience the same level of openness perceived by management.

A supporting study by Sofyani, Riyadh, and Fahlevi (2020) affirms the findings of this research on transparency and accountability in organizations. Their study revealed that effective information technology governance significantly enhances transparency, accountability, and overall service quality within organizations. They explained that when structured communication systems and IT-based reporting mechanisms are in place, leaders are able to clearly disseminate decisions, monitor organizational activities, and ensure that employees are well-informed about policies and changes. This improves trust and strengthens accountability practices across the organization. The findings of Sofyani et al. (2020) align with the present study, which obtained a high composite mean of 4.27 interpreted as Highly Positive, indicating that both managers and employees perceive strong transparency in communication, decision-making, and responsibility-taking within the organization.

Table 9 depicts the assessment of employee empowerment and voice in IT practices, which is rated as Highly Practiced (HP) with a composite grand mean of 4.55. All indicators are interpreted as highly practiced, particularly: leaders listen respectfully to employee concerns and suggestions with a composite weighted mean of 4.67 as rank 1; employees feel valued and respected regardless of gender or identity with 4.61 as rank 2; the organization provides channels for employees to share feedback and concerns with 4.58 as rank 3; employees are empowered to take initiative and contribute beyond their assigned tasks with 4.46 as rank 4; and employees feel confident expressing opinions without fear of punishment with 4.45 as rank 5.

The implication of these findings is that while organizations perceive themselves as highly supportive of employee empowerment, there is a noticeable perception gap between management and employees. This suggests that policies and practices promoting open communication may exist, but their effectiveness in practice may not be fully experienced by employees. Organizations should therefore strengthen psychological safety by ensuring employees truly feel secure in voicing opinions without fear. Enhancing feedback mechanisms, promoting inclusive leadership behaviors, and encouraging active participation can help bridge this gap. Ultimately, improving alignment between management intentions and employee experiences can lead to higher engagement, innovation, and overall organizational performance

The findings of the present study are supported by the work of Guo, Y., Jin, J., & Yim, S.-H. (2023), which emphasizes that inclusive leadership significantly enhances employees’ willingness to express ideas and engage in innovative work behavior. Their study highlights that when leaders actively listen and create a respectful environment, employees feel more empowered to contribute beyond their formal roles—consistent with the high ratings in leadership responsiveness and empowerment observed in the table. However, they also stress that psychological empowerment acts as a mediating factor, meaning that even if leaders believe they are fostering openness, employees may still feel hesitant if a strong sense of safety and confidence is not fully established. This aligns with the slight gap found in the current results, particularly in employees feeling less confident expressing opinions without fear, reinforcing the need to strengthen psychological safety alongside inclusive leadership practices.

Table 10 highlights the assessment of diversity and equity practices in IT, which is rated as Highly Practiced (HP) with a composite grand mean of 4.57. All indicators are interpreted as highly practiced, particularly: the workplace provides equal access to training and professional development with a composite weighted mean of 4.65 as rank 1; the organization supports diversity in leadership roles and positions with 4.62 as rank 2; the organization promotes equal opportunities regardless of gender identity or background with 4.61 as rank 3; hiring and promotion decisions based on merit and fairness with 4.60 as rank 4; and discrimination and bias being actively addressed in the organization with 4.36 as rank 5.

The findings imply that while organizations are perceived to uphold ethical leadership and fairness, there remains a gap between management intent and employee experience, particularly in addressing discrimination and bias. This suggests the need for stronger enforcement of inclusive policies, clearer reporting mechanisms, and more visible actions against bias to build deeper trust among employees. Enhancing transparency, accountability, and consistent application of ethical practices can further strengthen employee confidence in leadership and foster a more genuinely inclusive and equitable workplace environment.

As summarized, Table 10 is supported by the study of Banono, J. Jr. (2023), which found that organizations in the Philippines generally demonstrate a positive organizational climate in terms of diversity, inclusion, and fairness, contributing to higher levels of employee trust and engagement. However, the study also noted that while policies promoting equality and inclusivity are often present, challenges remain in consistently addressing discrimination and bias in practice. This aligns with the present findings, where ethical leadership and trust were rated highly overall, but the indicator on addressing discrimination and bias received the lowest ranking, suggesting that implementation gaps may still exist despite strong organizational intentions.

3. Is there a significant relationship between profile and inclusive leadership and governance in information technology?

Legend: 71 Degrees of freedom (df)

The table 11 summarizes that there is a significant relationship between the profile of the IT employees and the different dimensions of inclusive leadership and governance, namely decision-making participation, diversity and equity practices, transparency and accountability, employee empowerment and voice, and ethical leadership and trust. The computed r-values ranging from 0.51 to 0.56 indicate a moderate positive correlation, suggesting that variations in employees' demographic characteristics are associated with their perceptions of inclusive leadership and governance practices within their organizations. Since all indicators were found to be significant, the null hypothesis was rejected, implying that the profile of IT employees has a meaningful relationship with how they perceive and experience inclusive leadership and governance. These findings suggest that demographic factors may influence employees' level of participation, sense of inclusion, trust in leadership, and perceptions of fairness and accountability in the workplace.

The Pearson correlation analysis revealed that the respondents' profile and the dimensions of inclusive leadership and governance namely decision-making participation, diversity and equity practices, transparency and accountability, employee empowerment and voice, and ethical leadership and trust have moderate positive relationships, with correlation coefficients ranging from 0.513 to 0.567.

The results indicate that the relationship between the profile variables and inclusive leadership and governance practices is statistically significant. Therefore, the null hypothesis stating that there is no significant relationship between the profile of IT employees and inclusive leadership and governance is rejected. This suggests that employees' demographic characteristics are associated with their perceptions of inclusive leadership and governance practices within the IT industry.

4. Conclusion

The profile of the IT employees indicates a workforce predominantly composed of young, male, single, relatively new employees with college-level educational backgrounds, reflecting the dynamic and evolving nature of the IT industry and its demand for technologically skilled and adaptable professionals. The IT employees perceived inclusive leadership and governance in the IT industry as highly practiced across all dimensions, indicating a workplace culture that promotes participation, diversity, transparency, employee empowerment, and ethical leadership. There is a significant moderate positive relationship between the profile of IT employees and their perceptions of inclusive leadership and governance practices, indicating that demographic characteristics influence how employees experience participation, diversity, transparency, empowerment, and ethical leadership within the organization.

5. Recommendations

IT organizations should continue strengthening inclusive leadership practices by promoting employee participation, transparency, empowerment, and ethical decision-making at all levels of the organization. This can help sustain a positive workplace culture where employees feel valued, respected, and actively involved in organizational processes. Organizations should enhance diversity, equity, and inclusion initiatives by implementing more effective measures to address discrimination, bias, and unequal treatment in the workplace. Establishing clear policies, reporting mechanisms, and awareness programs can help create a more inclusive and equitable work environment for all employees. Management should develop programs that encourage meaningful engagement among employees from different demographic backgrounds to ensure that inclusive leadership practices are experienced consistently across all groups. Such initiatives can strengthen collaboration, improve workplace relationships, and foster a greater sense of belonging among employees. Organizations should provide continuous training and professional development opportunities focused on inclusive leadership, diversity management, and ethical governance. These programs can enhance leaders’ competencies in managing diverse teams and promoting fairness, accountability, and inclusion in the workplace. Future researchers may conduct similar studies using larger samples and additional variables to further examine the factors influencing inclusive leadership and governance in the IT industry. Expanding the scope of the study may provide deeper insights and contribute to the development of more effective gender and development programs and organizational policies.