The aim of this study in sociology was to examine the managers view on including leadership and how leaders see their own role in creation of including organizational culture. The following questions were the focus of the study: What is an including leadership according to the managers in an industrial enterprise? How do industrial enterprise managers look at their own role in the making of an organizational culture? And also, what are the difficulties of leading inclusively according to the managers of the industrial enterprise? The goal with this study is to illustrate the importance of inclusion work and that it will enhance the awareness of norms and behavioral patterns within the organizations. The thesis is gleaned on a study about hermeneutic methodology of qualitative character, including semi-structured interviews with eight industrial managers within the same company. The theories used in the thesis are Bourdieu's (1999) theory of habitus, de los Reyes & Mulinaris (2005) theory of intersectionality and Tillys (2000) theory of persistent inequality.

The results show that managers see including leadership as an important aspect in creating an including organizational culture. They believe that there are difficulties with language, communication, attitudes and ignorance about differences. However, it was difficult for the managers to find concrete measures for the difficulties and there were partly divided opinions about gender segregation in the managerial positions.

Keywords: leadership, inclusion and exclusion, organizational culture, discrimination, difficulties.