The objective of this paper is to review the scholarly literature to ascertain how leadership can play its part in strengthening support for inclusion in military organisations.

The review reaches four related conclusions. Firstly, support for inclusion is simply one of a number of similar ethical attitudes/values that are amenable to leadership influence, so there is much to be learned from the broader leadership literature.

Secondly, local leadership is fundamental to reshaping attitudes and values of any kind, especially those concerned with deeply‐held values such as inclusion and diversity. While senior leaders can set the agenda and encourage and monitor progress, the ‘heavy lifting’ must be done by middle-level officers in ships and units.

Thirdly, there are benefits in presenting change as a return to the roots of a group in order to bring it closer to its ‘true’ identity. While this is of course the approach being taken in Pathway to Change, the effect is much more powerful when the message comes from local leaders rather than from the distant top.

Finally, the key elements of the leader‐follower influence process can be expressed by a ‘3Rs’ model of leadership. This proposes that leaders are most influential when they Reflect what is deemed exemplary in the eyes of group members, Relate to members in ways that make them feel respected and valued, and Reinforce members’ behaviour within supportive group climates. The ultimate effect occurs when ‘members’ become ‘followers’ by modelling their behaviour on a leader’s example and thus internalise key elements of that leader’s values and perspectives.