Inclusive leadership behavior is crucial for organizational performance because it fosters innovation, improves decision-making, boosts employee engagement, enhances problem-solving capabilities, and enhances the organization’s reputation. The growing need to understand how inclusive leadership behavior can effectively leverage the organizational performance through inclusion has been the call for this study. This study will try address any existing gaps by exploring the relationship among inclusive leadership behavior and organizational performance, providing insights into the critical role leader’s play in creating inclusive environments and their impact on various performance indicators. The study also focuses at the leaders’ behaviors that foster inclusive leadership and the way they vary from other types of leadership styles. A systematic review of the literature is conducted, focusing on peer-reviewed journals. A total of 64 research papers and articles are carefully analyzed to select those that specifically addresses the relationship among inclusive leadership behavior (ILB) and organizational performance through inclusiveness (OPI). In addition, the study proposes a conceptual framework to demonstrate the link among inclusive leadership behavior and organizational performance through inclusiveness. Lastly, the study provides practical recommendations for organizations and HR’s in formulating HR practices to enhance their performance through inclusive leadership practices.

For any organisation to be successful, employee performance is very crucial. The growing importance of leadership roles and behaviours in increasing virtual teams’ employee performance has been the catalyst of this study. The study is empiric in nature. Focus-group discussions and online survey using a questionnaire were done, yielding 180 replies from virtual groups of software professionals of Bengaluru. The data gathered is then analysed with the IBM SPSS 20 application utilising inference and descriptive statistics. The study indicated a positively significant correlation among the leadership behaviours and work characteristics, which leads to improved employee performance in the teams that are virtual. The analysis provides experiential data that reinforces the idea of leadership behaviours, which states that whenever leaders demonstrate greater levels of task and relations oriented leadership behaviour contributing to work characteristics in a simulated setting, employee performance can be optimised. The study’s managerial implications and potential possibilities for further research are mentioned at the end of the paper.