In the contemporary business world, organizations aim to actively engage all employees in core activities to improve outcomes and minimize internal disputes. However, growing workforce diversity has made inclusion an increasingly complex task for leaders. True inclusion depends simultaneously on employees finding their work meaningful and on leaders who can inspire active involvement from everyone. When these elements are missing, alienation and negative attitudes often arise, leading to tension, dissatisfaction, and reduced unity. This study suggests that servant leadership, grounded in the philosophy of “serving others,” can substantially enhance organizational inclusion through work meaningfulness. To test this assumption, structural equation modeling (SEM) was utilized to analyze both direct and mediated/moderated influences of servant leadership on inclusion via meaningful work. Additionally, data collected from 400 Turkish employees in both service and manufacturing sectors were examined using an artificial neural network (ANN) approach. Employing a multilayer perceptron model, the research predicts the influence of servant leadership and work meaningfulness on inclusion, considering gender, age, and experience as mediating factors. The outcomes reveal that servant leadership and meaningful work exert a strong and positive impact on inclusion within organizations.
