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The purpose of this paper is to provide an integrative framework of servant leadership and employees’ perception of inclusion. The authors argue that servant leadership embodies an inclusive leadership philosophy that is in a position to facilitate feelings of belongingness and uniqueness among diverse employees.

A theoretical model capturing the effect of servant leadership in shaping climates for inclusion, is developed. The authors elaborate on research streams focussing on climates for inclusion, and examine servant leadership as a potential predictor of inclusion. In this respect, the authors posit that inclusive practices mediate the servant leadership and inclusion relationship, while leaders’ inclusiveness beliefs moderate the servant leadership and inclusive practices relationship.

The model introduces mediating mechanisms that intervene in the indirect relationship between servant leadership and climates for inclusion. In so doing, the authors seek to identify how organizational practices supported through servant leadership behaviors address employee needs for belongingness and uniqueness. The model predicts multi-level beneficial outcomes for social identity groups.

The paper identifies a bundle of organizational practices facilitating employees’ perceptions of inclusion, by placing an emphasis on how servant leaders can enact and implement practices in view of attaining inclusiveness pursuits.

Servant leadership is inclusive by empowering diverse employees and fostering equitable and more humane workplaces, as well as by being more sensitive to various societal expectations.

The paper is intended to explore precisely how servant leadership can help inclusive ideals to thrive in diverse work environments.

Inclusion is of critical importance to creating healthier workplaces, if the ongoing dynamic of workforce diversity is taken for granted. The purpose of this paper is to designate the role of spiritual leadership in fostering more humane and inclusive workplaces.

The authors review the extant literature on two distinct research streams, inclusion and inclusive leadership, and spiritual leadership, elaborate a mediation model, identify antecedents and outcomes, and articulate a set of propositions reflecting key findings.

The authors advance a conceptual model according to which inclusive practices founded on spiritual values will mediate the positive relationship between spiritual leadership and a climate for inclusion. They argue that calling and membership as components of spiritual wellbeing will reinforce employees’ experience of both uniqueness and belongingness, thus affecting their perceptions of inclusion and inducing multi-level beneficial outcomes.

Spiritual leadership assumes a preeminent role in embracing and valuing diversity: it embodies a potential for positioning inclusive ideals more strategically, in view of enabling employees unfold their genuine selves and experience integration in work settings.

Spiritual leadership helps inclusive goals to be situated in their societal context; inclusion is thus viewed as both an organizational and societal good, embedded in social contexts, and pertinent to corporate vision, mission and philosophy.

The paper examines spiritual leadership as a predictor of climates for inclusion. Drawing on spiritual values, spiritual leaders display a strong potential for inclusion, facilitating diverse employees to experience feelings of both belongingness and uniqueness in work settings that assume high societal relevance.

The purpose of this paper is to investigate the impact of diversity climate and inclusion climate on safety participation behaviors through the mediating effect of the motivation to actively promote safety at work.

Participants were 491 workers employed in four Italian metal-mechanical companies. They completed a paper questionnaire containing measures of psychological diversity climate, psychological inclusion climate, safety motivation participation and safety participation behaviors. Data were analyzed with structural equation modeling.

Results showed that safety participation motivation fully mediates the relationship between diversity climate and safety participation behaviors, whereas it partially mediates the relationship between climate for inclusion and safety participation behaviors.

The present findings can help managers to motivate employees in pursuing safety goals independently of compensation or obligation by creating an organization in which the main concern is caring for each other’s well-being.

This is the first study which has empirically tested the relationships between diversity climate, inclusion climate and safety behaviors. It has extended previous research which simply tested the effects of objective types of diversity on safety performance.

This article examines a climate for inclusion through the lens of organizational justice. We argue that open interpersonal contacts, the fair treatment of gender-diverse employees, and inclusive decision-making processes in the promotion of equitable employment practices are foundational for shaping the climate for inclusion.

Qualitative data were collected from multi sources: focus groups with female employees (N = 20) and interviews with male and female managers (N = 8).

In examining the similarities and differences between employees' and managers' perspectives, the findings revealed that, in all dimensions of a climate for inclusion, employees had more negative justice concerns than did managers, while managers and employees had similar views on some aspects of employment practices.

This study was conducted within one university setting; therefore, the findings may not be applicable to other industries.

This study offers managerial implications that can be developed to promote the climate for inclusion in organizations.

In order to create a fair and equitable workplace, all employees should be able to actively participate in decision-making processes and share suggestions for contextualized and fair employment practices.

Drawing the group-value model, this study advocates the importance of justice-based organizational practices in building an inclusive organization.

This paper aims to investigate the relationship between perceived inclusion (individual and group-level) and team creativity climate (TCC) and explore the role of team learning climate (TLC) and task interdependency in the above relationship.

Data were collected using questionnaires from 24 Indian organizations. The respondents were junior and middle-level employees (N = 303) working in small teams (n = 73). The cut-off criteria for sample team selection were at least three team members within a team had responded and at least 60% within-group response rate was achieved.

Perceived inclusion (PI) of employees had a positive influence on TCC via TLC. However, the negative effect of team-level differences in perceived inclusion (TPID) was also mediated by the learning climate. Task interdependency moderated the PI-TLC relationship in such a way that in a high task interdependency situation, the negative effect of TPID on learning climate is reduced, while in a low task interdependency situation, the negative effect is enhanced.

The current research has contributed to the limited literature on PI and team creativity. This paper has uniquely investigated TLC as an intervening variable in the PI-TCC relationship. The paper has encapsulated the theoretical and practical underpinnings of inclusion beliefs in the modern organizational context.

The purpose of this paper is to present a model that explores the relationship between inclusive leadership, inclusive climates and sexual harassment and other negative work-related outcomes, at the work unit and individual levels.

A conceptual model of inclusive work unit leadership, inclusive work unit climate and sexual harassment based on a review of the literature.

Leaders who behave more inclusively are expected to have work units and work unit members who experience more positive outcomes and fewer negative outcomes including sexual harassment and other forms of mistreatment. Leaders impact their work unit and work unit members' outcomes directly as well as indirectly through the more inclusive work unit climates they create.

The sexual harassment literature has identified climate for sexual harassment as a key predictor of sexually harassing behavior and its attendant negative outcomes. A focus on a broader inclusive climate, and inclusive leadership, may provide a richer understanding of the conditions under which sexual harassment and other forms of mistreatment occur and can be mitigated.

This model can help identify strategies organizations can employ (e.g. inclusive leadership development programs) to combat sexual harassment.

This model may improve understanding of the systemic, organizational causes of sexual harassment reducing sexual harassment victims' potential self-blame and helping policymakers craft more effective sexual harassment interventions.

The paper conceives of work climates that contribute to sexual harassment more broadly than generally has been the case in the sexual harassment literature to date. The model highlights the important role that leaders play in shaping inclusive climates. It also contributes to the nascent literature on inclusion and inclusive climates, which has paid relatively little attention to exclusion and mistreatment including sexual harassment that are likely to arise in less inclusive workplaces.

The purpose of this paper is to apply insights from the moral legitimacy theory to understand how climate for inclusion (CFI) is cultivated at the individual and collective levels, thereby highlighting the influence of employee perceptions of inclusion-oriented high-performance work systems (HPWS) on CFI.

A multi-level conceptual framework is introduced to explain how employee perceptions develop about the moral legitimacy of inclusion-oriented HPWS and the subsequent influence on CFI.

CFI is theorized to manifest when employees perceive inclusion-oriented HPWS as morally legitimate according to four unit-level features. Employees with a strong moral identity will be particularly attuned to the moral legitimacy of each of the unit-level HPWS features, thereby strengthening the perceived HPWS and CFI relationship at the individual level. The convergence of individual-level perceptions of CFI to the collective level will be strongest when climate variability is low for majority and minority groups.

Organizations seeking to develop CFI should consider the role of HPWS and the perceived moral legitimacy of such systems. This consideration may involve policy amendments to include a broadened scope of HPWS.

This paper explores how employee perceptions of the moral legitimacy of HPWS can help or hinder CFI, thereby offering a novel framework for future inclusion and human resource management research.

The purpose of this paper is to investigate the linkage between perceived overqualification and task i-deals via the mediating effect of prove goal orientation and the moderating effect of a climate for inclusion.

This study proposes and tests the mechanism of perceived overqualification in affecting task i-deals. Matched data were collected from a two-wave survey among 457 employees who work in two Chinese enterprises. The hypotheses were tested using hierarchical linear modeling and bootstrapping

The findings reveal that perceived overqualification has a significant positive impact on task i-deals. Prove goal orientation has a mediating role between perceived overqualification and task i-deals. Climate for inclusion moderates the relationship between prove goal orientation and task i-deals and the mediation effect of prove goal orientation, which has a moderated mediating effect.

This study reveals the influence mechanism of perceived overqualification on task i-deals from the perspective of self-verification, which not only enriches the results of being overqualified but also expands the antecedents of task i-deals. Moreover, the findings emphasize that contextual factors may strengthen the positive mediation effect of prove goal orientation.

This paper aims to apply and integrate the existing literature of inclusion to develop a multi-level theory of organizational inclusion for the more and more diverse workforce.

This paper first analyzes the issue of workforce diversity in China, and then reviews the concept of organizational inclusion. After that, this paper develops a multi-level model of organizational inclusion catering to Chinese diversity issue.

This paper outlines a series of propositions on how organizational, group, interpersonal and individual factors affect inclusion at both organizational and individual levels, and the consequences of inclusion in the workplace.

This paper is the first research to discuss the inclusion management in Chinese context. This paper proposes a multi-level theoretical model of organizational inclusion to guide empirical studies on the integration of the diversity in workplace in China.

The goal of this study is to propose and test a model of the effect of the socio-cultural context on the disability inclusion climate of organizations. The model has implications of hiring people with disabilities.

To test the model, we conducted a cross-sectional study across four countries with very different socio-cultural contexts. Data were gathered from 266 managers with hiring responsibilities in Canada, China, Norway and France. Participants responded to an online survey that measured the effect of societal based variables on the disability inclusion climate of organizations.

Results indicated support for the theoretical model, which proposed that the socio-cultural context influenced the disability inclusion climate of organizations through two distinct but related paths; manager’s value orientations and their perception of the legitimacy of legislation regarding people with disabilities.

The vast majority of research regarding employment of people with disabilities has focused on supply side factors that involve characteristics of the people with disabilities. In contrast, this research focuses on the less researched demand side issue of the socio-cultural context. In addition, it responds to the “limited systematic research examining and comparing how country-related factors shape the treatment of persons with disability” (Beatty et al., 2019, p. 122).