consequential approaches, contextual models, deontology, organisational positive outcomes, respectful pluralism, workplace spirituality, utilitarianism, virtue ethics,

This article examines the interrelationships between religion and enterprise. The authors find that these are highly context-specific, and will vary markedly over time and social setting, mediated by other socio-cultural variables such as political structures and ideologies, and religious symbolism in the workplace. The individual elements making up an entrepreneur's belief matrix influence the entrepreneurial process. Where religious salience is high, entrepreneurs will tend to use religious criteria to inform their decision making, even if it harms their short-term commercial interests. Religious groups can also provide a resource for the generation of entrepreneurial social capital.

deontology, organizational politics, positive/negative political behavior, virtue ethics,

Purpose 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. Design/methodology/approach 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. Findings 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. Practical implications 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. Social implications 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. Originality/value The paper is intended to explore precisely how servant leadership can help inclusive ideals to thrive in diverse work environments.

Purpose – The purpose of this paper is to elaborate an integrative framework that positions diversity considerations in a continuum of various leadership theories. The authors thus seek to differentiate between distinct leadership styles and assess their potential in fostering inclusive leader behaviors. Design/methodology/approach – The authors proceed to a brief review of the extant literature on diversity leadership by distinguishing between diverse followers and diverse leaders on one hand, and leadership styles in diverse and heterogeneous teams, on the other. The authors then provide a rationale for leadership theories that are more likely to support leader inclusiveness and foster inclusive leader and follower behaviors. Findings – Four distinct theoretical frameworks capturing the importance of emerging leadership theories (ethical, authentic. servant and spiritual leadership) for informing caring and inclusive climates, are introduced. The authors thus seek to delineate leadership styles effectively entrenched in organizational environments valuing, affirming and supporting diversity, which can better fit to inclusiveness goals. Practical implications – In view of designing and implementing inclusive initiatives, organizations should consider the specific context in which diverse leaders operate and through which diverse followers interact with diverse leaders. In so doing, corporations should encourage leadership styles that effectively combine goal attainment with an unconditional affirmation of the intrinsic value of diversity. Originality/value – The paper offers certain insights into the particular conditions that may help organizational leaders implement inclusion strategies facilitating thriving and fulfillment of diverse employees. In this respect, the authors elaborate on distinct leadership frameworks that are more pertinent to, and commensurate with inclusiveness objectives.