Persons with disabilities (PWDs), which hereafter will be addressed as ‘the differently-abled’ are an often-forgotten minority while discussing diversity and inclusion.

Based on the demand noted in the current literature for leaders to be inclusive and the importance of being communicative for disability inclusion, this paper develops a new leadership concept, “Inclusive Communicative Leadership (ICL)”, that is rooted in leader-employee communication.

Further, this paper has developed a model from an in-depth review of literature depicting the association of the facets of ICL with four positive outcomes, ‘respect, psychological empowerment, psychological safety and trust’, which could be desirable for the differently-abled in workplaces.

A traditional narrative review of peer reviewed articles was undertaken to develop this conceptual paper.