The article investigates the relevant behaviours leading an ethnically diverse workforce. The study also uses the four communication behaviours as a lens for understanding these leaders’ practices of inclusion from a communication perspective. These behaviours and characteristics are salient to the discourse about leaders working in units for the care of the elderly. The results are drawn from an analysis of interviews with five female leaders, and the observation of eight meetings led by three of them. The data were analysed subductively using concepts related to diversity and the theoretical framework of communicative leadership. The study confirms leaders’ behaviours pointed out in the leadership such as empathy and supportiveness, but some other categories are also importance. Some of the findings show that communicative leaders, in the context of leading a diverse team, have to be observant and to monitor the work environment to ensure that it is possible for everyone to be included. A leader’s role is to manage conflict, clarify goals, and to create space for inclusion and engagement. The main implication of this study is to the communicative leadership framework, including the ethnical diversity as a complexity in relationships and engagement in workplaces. The study can to be expanded to other sectors and use larger number of participants.