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In recent years, scholars have become critical of mainstream leadership development approaches. In particular, Petriglieri and Petriglieri refer to the dehumanization of leadership, whereby leadership breaks its ties to identity, community, and context. The purpose of this paper is to present an approach for humanizing leadership using the case example of George Washington University's Organizational Leadership & Learning (OLL) program. Embedded in the critical leadership studies (CLS) approach, the humanizing principles, and the humanistic leadership paradigm, the OLL program's leadership learning approach focuses on building a learning community and stakeholder engagement. I describe its pedagogical goals and instructional strategies that help promote a psychologically safe space where learners build trusting relationships, integrate diverse perspectives through respectful dialogues, and develop a sense of the "common good" and culture of equity through issue-centered learning. Using classrooms as "identity spaces" and "leadership learning laboratory" allows learners in the program to practice the co-construction of ideas through mutual influence and interactions. This paper makes a valuable contribution to developing future leadership development programs.

PurposeInequality is an important organizational phenomenon. Scholars have argued that inequalities persistently dwell in the flow of our lives and have a lingering impact. Yet, despite such compelling evidence, research has overlooked how individuals make sense of the inequalities they face inside and outside the organizations. The purpose of this paper was to address these gaps and capture its complexity on individual lived experiences with inequalities.Design/methodology/approachThe present study used Seidman's adapted 2-interview strategy to collect the data. The first interview placed the participant's life history at the center, allowing the participant to share their childhood and adulthood experiences with inequalities inside and outside the organizations. The second interview focused on the concrete details of the participant's present lived experience and their reflections on the meaning of their experiences. In total, the present study relied on 26 interviews with 13 participants.FindingsLived experiences provided an extended-time view and allowed the researcher to explore how study participants perceived, coped and were shaped by inequalities throughout their lives. In addition, the sense-making perspective offered a new lens to study inequalities. Findings underscore the racial, class and gendered dynamics within organizations supporting their intersectional impact and acknowledge the pre-existing societal norms that condition individual actions and choices.Originality/valueThe study presents an "engaged" view of inequality to highlight it as a cumulative and complex experience. The findings help us recognize that participants are immersed in their specific contexts to act, negotiate, empower and make decisions under real-life pressures. Overall, the study pushes the boundaries of inequality research beyond its current episodic treatment.

This study explores the antecedents and complexities of values of employees and organizations in Pakistan where, following a decade of deregulation and increased globalization, a striking change has surfaced in the value system. Khilji's study has revealed that at least two distinct dimensions of values have emerged: national values remain rooted in tradition, while employees' work-related values reveal changes reflecting a modern market economy. Taking a lead from this study, a total of 100 interviews and 303 questionnaires from six organizations are used to investigate the process and outcome of revamping HR systems in order to develop a new organizational culture. Findings validate that a younger cohort of employees, in particular, has experienced a transition in their value system; and that they expect a different set of HR practices. Organizations that are responsive to these changes appear to achieve greater HR satisfaction. It is suggested that senior managers should re-assess values of their employees and play a more committed role in developing new HR systems.

This study draws out evidence from 11 organizations, local as well as multinationals, in Pakistan to test the `culture-sensitive' view. A number of conclusions are drawn. First, the findings support this view; evidence shows enough similarities exist between local organizations and multinationals to indicate that the influences of the parent companies of multinationals are weakened by the national characteristics of the environments in which they operate. Second, it is pointed out that although some policies of multinationals may be the same as those found in their parent companies, the practices certainly are not, because of adaptation to local norms. It is therefore suggested that a distinction between police) and practice be made in an organizational analysis of this kind. Third, despite culture-sensitivity of HRIV practices, their impact on employees is similar to what has been previously documented by researchers in the UK and the USA. It is left to further studies to debate whether HRM outcomes can be termed as universal.