The extant literature has largely overlooked the importance of a climate for inclusion as a response to the growing trend of workplace diversity. This conceptual article contends that an organization‐wide change effort comprising several reinforcing processes aimed at creating a climate for inclusion is needed to institutionalize workplace inclusion. Drawing on social information processing theory, authentic leaders are posited to transmit social information about the importance of inclusion into the work environment through inclusive leader role modeling. Reward systems that remunerate inclusive conduct can foster the vicarious learning of inclusive conduct by followers. Large and diverse workgroups offer a plethora of opportunities for followers to learn how to behave in an inclusive manner. Authentic leaders and followers who share cooperative goals related to developing a climate for inclusion can prompt the vicarious learning of inclusive behaviors by followers, thereby facilitating goal attainment for both parties. Theoretical and practical implications are discussed. © 2014 Wiley Periodicals, Inc.
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