Having diversity in a corporate leadership is not only a question of equality; it's also a question of a likely strategic asset for an organization to sustain its performance. However, empirical evidence there is a lack of consistency across countries and regions in the research about gender-diverse leadership and its impact on economic, social, and business outcomes. Cognitive, social and environmental outcomes, especially in the context of emerging economy countries like India. This study identifies the link between gender diversity and perception of Triple Bottom Line in leadership. This study (TBL) examines the Indian corporate sector’s performance and investigates organizational practices via which that performance is realized. Diversity can help achieve sustainable performance. A mixed design with both qualitative and quantitative methods was used. A total of 122 corporate sector respondents were used for quantitative data collection and data was analyzed descriptively. Analysis of the data using statistics and Pearson correlation. The qualitative data of 30 participants was analyzed. Using deductive and inductive coding in a thematic fashion. The quantitative results are that gender diversity is Positive relationships were found with all three of the dimensions of the TBL, though the strength varied widely. The correlation was strongest for social performance (r = .494, p < .001); and was least strong for environmental performance (r = .336, p < .001). economic performance (r = .266, p = .003) and environmental performance (r = .245, p = .007). Gender diversity was also perceived to be beneficial for collaboration, corporate social responsibility and innovation, along with other positive aspects. In terms of the core values, responsibility, innovation, responsiveness to customers and inclusiveness in the workplace were emphasized. The qualitative Analysis revealed that representation alone was not enough. Equitable employment and advancement, there is a need to develop human resource management strategies to address the issues of mentorship, leadership development, flexible work arrangements, unconscious-bias reduction, and safety. workplaces, and measurable diversity accountability arose as key mechanisms through which to translate diversity accountability into reality. The inclusion of gender in organizational value. The findings contribute to the gender-diversity literature in that they: incorporating economic, social and environmental outcomes into a TBL framework and through demonstration. that the greatest perceived advantages of leadership diversity in the Indian context may be through social diversity. Not through the direct financial impact, but through organizational mechanisms. The findings of the study have implications for corporate governance, HR strategy, management of ESG and leadership development in emerging markets...