This teaching case explores the challenges of inclusive leadership in a fast-growing technology startup operating in an emerging-market context. Following the departure of a highly valued senior employee due to burnout, the CEO of NEST 4 FLIGHT faces growing pressure from investors, employees, and prospective recruits to address organisational culture and talent retention. When a newly hired Head of Marketing and Communications presents evidence that candidates are increasingly concerned about workload, flexibility, leadership practices, and employee well-being, the CEO must decide whether to introduce more formal and inclusive people-management practices or preserve the entrepreneurial culture that has driven the company’s growth. The case highlights tensions in SME companies between business performance, organisational responsibility, employee inclusion, and founder-led leadership. It invites students to examine whether sustainable growth requires changes in leadership behaviour and organisational systems, and to consider the role of ethical leadership in shaping workplace culture. The case is suitable for courses in leadership, strategy, human resource management, diversity, equity and inclusion (DEI), organisational behaviour, entrepreneurship, and SME management. The case connects inclusive leadership and employee well-being to broader diversity, equity, and inclusion (DEI) objectives, illustrating how organisational practices influence employee retention, workplace inclusion, and sustainable business growth in SMEs. The case relates to the United Nations Sustainable Development Goals: SDG 8 - Decent Work and Economic Growth and SDG 10 - Reduced Inequalities. Teaching notes for this case are available for educators/trainers at ResearchGate.net
Butkevičienė et al. (Wed,) studied this question.