Leading for Alignment: Integrating Internal Marketing and DEI for High-Performance in MNEs

Abstract

In the complex environment of multinational enterprises (MNEs), organisational performance increasingly depends on the strategic integration of internal marketing and Diversity, Equity, and Inclusion (DEI). This paper aims to examine how strategic leadership serves as the primary mechanism for aligning these two domains to drive high performance. The research method employs a multi-phase qualitative synthesis, combining a systematic literature review (SLR) with a narrative thematic analysis of peer-reviewed research across 2001–2026. The methodology utilised search strings across major academic databases (including Scopus and Web of Science) to identify studies at the intersection of Strategic Leadership, Internal Marketing, and DEI. Studies were filtered based on their relevance to the MNE context and their focus on longitudinal performance outcomes. The gathered data were then mapped onto a cross-theoretical framework, integrating the Service-Profit Chain, Dynamic Capabilities, and Institutional Theories, to identify recurring leadership behaviours and systemic patterns that facilitate cross-functional alignment. The results evidence that specific leadership behaviours and systemic strategies are essential for achieving high-performance alignment: i) Leadership Styles: Transformational and servant leadership are found to be most effective in fostering a supportive culture that promotes both employee engagement and inclusive workplace dynamics.  ii) Systemic Integration: Effective alignment requires moving beyond symbolic gestures to institutionalise values through transparent communication, equitable reward systems, and the integration of DEI into performance metrics.  iii) The Mid-Level Bridge: A critical finding is the translational role of mid-level managers, who are responsible for adapting global strategic mandates to local cultural and institutional realities.  iv) Theoretical Grounding: The research bridges the Service-Profit Chain with Dynamic Capabilities and Institutional Theories to explain how leadership adaptability drives a dual competitive advantage, securing high-value talent retention while navigating complex, diverse global markets. The findings provide a roadmap for MNE practitioners to move from "performative" commitments to a unified strategy in which leadership intent, organisational systems, and employee experience are fully aligned, thereby helping them contribute to UN Sustainable Development Goals 8 and 10.