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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 Leader-Member Exchange (LMX) leadership theory emphasizes the dynamic relationship between leaders and followers. Further, LMX differentiation proposes that leaders divide their teams into in-groups and out-groups based on the quality of the relationship. In this process, the criteria for selecting in-group members are majorly based on personal preferences rather than objectivity. Further, the ingroup members build confidence in the leader to minimize leader insecurity in the workplace. The out-group members bear the brunch of such an understanding between the leader and in-group members. This situation can be referred to as the Dark side of leadership, where followers are given differential treatment. This study takes insights from ancient scriptures of the Bhagavad Gita (BG), where the leader is seen as a trustee, to reduce this differentiation and increase leader security. The paper attempts to explore and extract the concepts from BG and apply them to leadership theory and practice. It is found that the BG provides solutions to reduce leadershipdeficit (LD) and have a conducive work environment (CWE), and it does not ask for any financial investments. The paper's findingsfacilitate business leaders in reducing in-group and out-group categorizing and leader insecurity leading to effective leadership for better business results. [ABSTRACT FROM AUTHOR]

The Bhagavad Gita is one of the world's oldest known holy scriptures, dating back over 5,000 years. The scripture, which Hindus believe was inspired by God, contains unique perspectives and prescriptions for today's leaders. The Gita advises managers to seek a higher level of consciousness. It makes them influence people and lead compassionately and inclusively. The Bhagavad Gita advocates a consciousness approach to transformational leadership based on eternal values and moral principles. Many researchers and practitioners in business leaders identify the Bhagavad Gita as one of the most famous and quoted works in Indian literature. The paper attempts to assist business leaders with insights into Indian scriptures and how they can benefit from the ancient writings of spiritual gurus. Therefore, the authors pursue extracting and elaborating the Bhagavad Gita's concepts into business leadership. Specifically, the study indicates how lessons from Gita can help transform a transactional leader, 'me-leader',into a transformational 'we-leader'. [ABSTRACT FROM AUTHOR]