Despite the workforce in the United States becoming more diverse, there is still a lack of understanding of how leaders can create an inclusive work environment. Previous research has provided little evidence of which inclusive leadership behaviors (ILBs) cause outcomes within their followers, especially in a virtual context. Leaders need to be aware of how to create an inclusive environment but have struggled with how to do this. To offer guidance and knowledge for leadership to make an inclusive workplace, this research has reframed inclusive leadership behavior by applying a signaling theory perspective. I have broken this research down into two studies to advance the theoretical and practical conceptualization of inclusive leadership. Study 1 was an investigative study to identify what types of behaviors leaders exhibit to drive individuals to feel included (i.e., ILB). This involved the analysis of open-ended survey responses. Using a comparative approach and topic modeling, five ILBs were identified: 1. Statements that give validation, 2. Statements about the significance of employee experiences, 3. Statements about autonomy at work, 4. Statements about a communicative environment, and 5. Statements about acceptance. In Study 2, these verbal behaviors were then experimentally manipulated to evaluate the extent to which employees evaluated a leader as inclusive using ILBs.. The results of the experimental manipulation provided evidence that the five ILBs do cause evaluations of inclusion (t(126) = -14.19; p < .000; Cohen’s d = 2.51). I conclude with recommendations for theory and practice.