Purpose This paper aims to investigate the relationship between inclusive leadership (IL) and organizational inclusion (OI) in literature and explores the contribution of IL and OI in human resources development (HRD). Design/methodology/approach The systematic literature review was undertaken from peer-reviewed journals. In total, 68 articles were critically analyzed to be included in the review highlighting the relationship between IL and OI. Findings The paper provides insights into leader behaviors that foster IL and how it differs from other styles of leadership. The paper also proposes a theoretical model to show the relationship between IL and OI. Practical implications The study will facilitate creating awareness in practitioners and academicians who think inclusion is mostly concerned with disabled learners, which is misleading. The paper will help the concerned stakeholders to formulate HRD practices to foster an inclusive culture at work. Originality/value The paper explores an area less researched and is among the few review papers investigating through the relationship between IL and OI and how they impact HRD practices in an organizational set-up.

The globe is facing a never before seen pandemic situation because of Covid-19. Virtual workspaces have become a reality today. With the emergence of newer ways of working, it is necessary to ensure that employees contribute and feel involved in the workspace. This paper attempts to explore the ways in which practitioners and policymakers of inclusion perceive it at the workplace in the current COVID-19 pandemic, outline the role of leaders in fostering inclusion, and empirically test how organizational inclusion (OI) impacts organizational outcomes during the disturbing times. The participants were employees working in the service sector companies in India. A mixed-method approach would be adopted for data collection. The content analysis technique would be used for the qualitative data analysis and Partial Least Square – Structural Equation Modelling (PLS-SEM) to analyze the quantitative data. The paper provides insights on how inclusion is perceived differently by each individual, and though organizations have policies in place, getting them into practice is yet to be accomplished. The findings of the study indicate the benefits of having an inclusive work environment along with leadership commitment during disruption. The study is a novel attempt to empirically examine the way of leveraging a diverse workforce through inclusion to benefit the organization in the times of global crisis. It also adds to the existing body of knowledge on how inclusion and role of a leader are experienced by the employer and employee in Indian companies, which is a niche area of research.

Purpose This paper aims to explore how practitioners and policymakers of inclusion perceive inclusion at workplace and define the role and behavior of leaders in fostering inclusion and struggles associated with acceptance and implementation of inclusion initiatives at the workplace. Design/methodology/approach In total, 20 in-depth semi-structured interviews were taken from diversity and inclusion leads, inclusion consultants and human resources experts. Each interview was transcribed and a technique of inductive content analysis was used. Broad themes and several new items emerged that define organizational inclusion and inclusive leadership. Findings The paper provides insights on how inclusion is perceived differently by each individual and even though organizations have policies in place, getting them into practice is yet to be accomplished. The paper finds key leadership behaviors to be practiced to foster and sustain inclusion in the workplace. Struggles and outcomes of inclusion are also discussed in the paper. Practical implications The study will facilitate creating awareness in practitioners and academicians who think inclusion is mostly concerned with disabled learners, which is misleading. The paper will help the concerned stakeholders to formulate inclusion policies to encourage healthy employee relations and better the organizational outcomes. Originality/value India is known to have a rich diverse culture. The paper explores with empirical evidence how this diversity can be leveraged through inclusion to benefit the organization. It adds to the existing body of knowledge on how inclusion and role of a leader are experienced by the employer and employee in Indian companies which is a niche area of research.

Purpose – The purpose of this paper is to analyse the possible causes of elderly abuse in India and its repercussions for the society, based on the real cases and reports. Design/methodology/approach – A multiple case study approach has been used for the study sourced from archival newspaper reports, crime reports, and narration. Findings – Greater vigilance and more effective legislation would be required to solve the problem related to elder abuse. Originality/value – There is not much study of causes, consequences, effectiveness of the legal system with respect to elderly abuse in India. In that way, it will be a unique contribution.

Women in a leadership position has been a matter of concern the world over especially in information technology (IT)/ information technology enabled services (ITES). However, for the advancement of women in leadership positions, individual characteristics are not enough. Besides individual factors, it is the detection of organizational factors that enable the advancement of women into leadership positions. The present article develops a multidimensional scale on the perceived enablers for the advancement of women in leadership position in the IT/ITES sector. The scale considers both individual factors (characteristics) and organizational factors, such as welfare schemes, career development support, and training. The article also reveals that individual factors, such as self-confidence, ambition, and perceived competency are also enablers of advancing women to leadership positions. Researchers could examine the considered dimensions of the proposed scale in other sectors and with respect to other constructs related to women's work-life balance.