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With every successful organization embracing various facets of diversity in this new era, one such facet that is lesser talked about but has huge potential to bring organizational success is “Generational Diversity.” This paper emphasizes the significance of multiple generations in the workplace and suggests organization led strategies for achieving the benefits of generational diversity.

This paper draws on extant literature and knowledge in the field of generational diversity. By reviewing the characteristics, values, work styles and perspectives of multiple generations, this paper offer several strategies to successfully manage and leverage generational diversity.

This paper provides an overview of generational diversity and insights on its relevance at workplace. Besides, it also enlists and emphasizes eight different strategies that can help the organizations embrace and leverage the strengths of multiple generations at workplace.

Diversity & Inclusion (D&I) teams responsible for nurturing a diverse and inclusive culture at work can design and implement the strategies specified in this paper as per the suitability of their cohort(s) of employees to achieve the benefits of multigenerational workforce in organizations.

Generational diversity at workplace is an important factor toward achieving organizational success. For organizations with age-diverse workforce driving relentlessly toward success, there is a need to design and implement customized strategies and practices for managing multiple generations successfully. This study attempts to address this need by highlighting several organization led strategies to manage multiple generations successfully at workplace.

With the increasing trend of a diverse workforce, encouraging inclusive leadership holds the key for improving employee experience of all work group members. This review aims to describe various stages of the inclusive leadership continuum to identify the current status of manager’s inclusiveness. It also highlights six important signature traits that managers can build to become successful inclusive leaders by transitioning across these stages.

This study draws on existing literature in the domain of inclusive leadership. It extensively reviews the inclusive leadership continuum and the six important traits that may guide managers to become more inclusive in their approach at workplace.

An important contribution of this study is to help managers find out where they are located on the inclusive leadership continuum and how they can reach its next stage to become more inclusive. This study lists six behavioural traits, namely, cognizance, curiosity, courage, commitment, cultural intelligence and collaboration to facilitate development of an inclusive leader.

Organizations can identify at which stage managers are situated on the inclusive leadership continuum. This study also explains six signature traits essential for managers to transition from one stage to another. These traits can be inculcated in managers through well-designed inclusive leadership development programs.

To the best of the author’s knowledge, this study is unique because it presents an integrated framework to explain which key traits should be developed by managers to move along the inclusive leadership continuum and become successful inclusive leaders.

With ever increasing crises situations, the organizations need nonconventional leaders to solve new problems at workplace while successfully leading millennials and Gen Z employees. The author offers a solution to this by presenting a process to transform managers into inclusive leaders. This involves development of six key attributes in managers and utilizing tactics to internalize these attributes in managers’ behavior.

The paper describes six key behavioral traits and tactics to transform managers into inclusive leaders by reviewing existing literature in the field of inclusive leadership.

The paper finds that preparing inclusive leaders is a process that can be achieved through organization-wide programs and initiatives. Preparing such leaders involves development of six signature traits namely, curiosity, cognizance of bias, courage, cultural intelligence, collaboration and commitment. Once these traits are learned by managers, several tactics can be used for internalization of these traits managers’ behavior.

Leading through conventional leadership styles in this era of unprecedented work settings will not solve the new-age complex problems arising at work. This calls for building leaders who are able to lead with empathy and cultural intelligence.

Despite a plethora of literature on various leadership styles, many uphill challenges being faced by organizations could only be solved by building inclusive leaders. To answer this problem, this study demonstrates six key traits to be developed in managers followed by application of the right tactics to help managers internalize these traits and become successful at practicing the art of “Inclusive Leadership.”

Owing to limited research exploring the role of emotional constructs on different types of knowledge sharing, this paper aims to examine the impact of emotional intelligence on two different types of knowledge sharing, namely, tacit knowledge sharing and explicit knowledge sharing. Further, this study also attempts to explore the moderating role of work experience between emotional intelligence-knowledge sharing relationship.

A survey design methodology is used to collect data from 245 employees of global information technology (IT) companies located in India. Structural equation modelling technique was applied to test the hypothesised relationships among the constructs.

The results indicate that emotional intelligence has a stronger positive effect on tacit knowledge sharing (ß = 0.78, p < 0.001) compared to explicit knowledge sharing (ß = 0.59, p < 0.001). Multigroup analysis results reveal that influence of emotional intelligence on tacit knowledge sharing was stronger for high experience group compared to low experience group. However, no significant differences were found based on work experience for the emotional intelligence-explicit knowledge sharing relationship.

This study suggests suitable interventions that management can adopt to enhance tacit as well as explicit knowledge sharing in global IT organisations.

This study provides a comprehensive understanding of the differences that exists between tacit and explicit knowledge sharing and highlights the impact of emotional intelligence on these distinctively. It advances knowledge sharing literature and brings uniqueness by exploring the moderating role of work experience on emotional intelligence-knowledge sharing relationship in a non-western setting.

This study aims to assess the role of various emotional intelligence dimensions in stimulating two types of employee knowledge sharing behaviour – tacit knowledge sharing behaviour and explicit knowledge sharing behaviour.

The causal relationships among the constructs were tested by applying quantitative research methods. A questionnaire-based survey was used to draw a sample from 10 information technology (IT) organizations in India. A data set of 308 usable questionnaires was analysed using structural equation modeling technique to test the hypothesized relationships among various constructs.

This study found that all four dimensions of emotional intelligence, namely, self-emotional appraisal, others’ emotional appraisal, use of emotion and regulation of emotion have a positive effect on tacit knowledge sharing behaviour of employees. In addition, explicit knowledge sharing behaviour was also positively influenced by others’ emotional appraisal and use of emotion. However, no significant effect was made by self-emotional appraisal and regulation of emotion on explicit knowledge sharing behaviour of employees.

Little is empirically known about the link between emotional intelligence constructs and knowledge sharing behaviours. This study brings new insights by assessing the role of different emotional intelligence dimensions on two different types of knowledge sharing behaviour. An interesting finding advances the understanding of knowledge sharing behaviours by indicating a greater variance in tacit knowledge sharing behaviour (caused by emotional constructs) as compared to explicit knowledge sharing behaviour.

The purpose of this paper is to test the direct effects of emotional intelligence and trust in co-workers on knowledge sharing. Further, it aims to examine the moderating effect of trust in co-workers on the emotional intelligence-knowledge sharing relationship.

Data were collected from 121 employees working with 13 different service sector organizations in the northern region of India. The data were tested for validity and reliability. Hierarchical regression analysis was performed to test the proposed hypotheses.

The results indicated that both emotional intelligence and trust in co-workers had significant direct effects on knowledge sharing of organizational members. However, trust in co-workers did not moderate emotional intelligence-knowledge sharing relationship.

The limitations include the sample and cross-sectional design. Hence, future studies can be conducted using a longitudinal design covering other regions of India to increase the generalizability of findings.

The findings suggest that management should develop appropriate strategies for meliorating emotional intelligence level of employees because people with higher emotional intelligence are more likely to engage themselves in knowledge sharing. Additionally, organizations should adopt a culture that promotes trust among its members, thereby fostering knowledge sharing in organizations.

There is limited literature on the role of emotions in knowledge sharing. The study adds to the extant literature on emotional intelligence and knowledge sharing in the context of India. Besides, the study attempted to investigate the interaction effect of trust in co-workers on emotional intelligence-knowledge sharing relationship that has not been studied so far.

This study aims to examine the underlying process through which emotional intelligence impacts employees’ innovative work behaviour by testing the mediating role played by tacit knowledge sharing in organizations. The direct and indirect effects of emotional intelligence on innovative work behaviour of employees were explored.

A structured survey questionnaire was used to collect data from 171 full-time employees of five high-tech knowledge-intensive organizations located in India. The hypotheses were tested using partial least squares structural equation modelling.

The results revealed that emotional intelligence had a direct positive impact on tacit knowledge sharing and innovative work behaviour of employees. Similarly, tacit knowledge sharing positively influenced innovative work behaviour. The study further showed that the relationship between emotional intelligence and innovative work behaviour was partially mediated by tacit knowledge sharing.

To enhance innovative behaviour at work, organizations should concentrate on building the emotional competencies of its employees to increase their emotional intelligence level through suitable training programs. Besides, organizations should also focus on shaping a knowledge-sharing culture by building systems and processes through which free exchange of tacit knowledge among employees can be promoted to enhance their innovative work behaviour.

This study contributes to the existing pool of knowledge by demonstrating the unexplored effect of emotional intelligence on innovative work behaviour via the mediating role of tacit knowledge sharing. It also advances current literature on emotional intelligence, tacit knowledge sharing and innovative work behaviour by discussing useful theoretical implications of the findings.

This paper aims to investigate the impact of FDI on the stock market development in Pakistan, both aggregate as well as sector wise, the reason being that no such work has been carried out in this context.

The study is based on secondary data for the period 1985‐2011. Johansen co‐integration approach is used for determining relationship among variables for aggregate stock market development in long run. Granger causality test is also applied to check the causal relation between the variables. Correlation analysis and regression analysis has been used for examining the relationship of sector wise development, FDI and economic growth in Pakistan.

The results support the positive role of FDI in boosting the aggregate stock market development in long run. Bi‐directional causality between FDI and economic growth has been found along with the uni‐directional causality between aggregate stock market development and economic growth. For sector wise development the relationship of FDI is positive in the sectors where FDI concentration is high in recent years whereas and negative in other sectors.

Co‐integration coefficients showed a positive and statistically strong relationship between FDI and aggregate market capitalization thus reflecting the complementary role of FDI in the stock market development of Pakistan.