In response to the increasing trend of workplace diversity, the existing literature has mostly ignored the significance of creating an inclusive environment. This conceptual paper argues that in order to institutionalize workplace inclusion, an organization-wide transformation effort consisting of many reinforcing processes targeted at fostering an inclusive environment is required. Through inclusive leader role modeling, genuine leaders are said to spread social information about the value of inclusion in the workplace, based on the social information processing hypothesis. Vicarious learning of inclusive behavior by followers may be encouraged via reward systems that incentivize inclusive behavior. There are many possibilities for followers to learn how to act in an inclusive way in large and varied workgroups. Genuine leaders and followers who have same aims in mind for creating an inclusive environment may encourage followers to practice inclusive behaviors via imitation, which will help both parties achieve their objectives. Implications for theory and practice are examined.