As studies continue to accumulate on leader humility, it has become clear that humility in a leader is largely beneficial to his or her followers. While the majority of the empirical research on this topic has demonstrated the positive effects of leader humility, this study challenges that consensus by arguing that a leader’s humble behavior can have contradictory outcomes in followers’ voice behavior. Drawing on attachment theory, we develop a model which takes into account the ways in which leader humility (...) influences the seemingly contradictory voice behavior of followers, i.e., inducing challenging voice, and defensive voice depending on the followers’ sense of security as reflected by feeling trusted and self-efficacy for voice. The results of this empirical study confirm that leader humility influences followers’ voice in a contradictory way through their sense of security. (shrink)

Diversity scholars have emphasized the critical role of corporate leaders for ensuring the success of diversity strategic initiatives in organizations. This study reports on business school leaders’ attributions regarding the causes for and solutions to the low representation of U.S. faculty of color in business schools. Results indicatethat leaders with greater awareness of racial issues rated an inhospitable organizational culture as a more important cause and cultural change and recruitment as more important solutions to faculty of color under-representation than did (...) less racially aware respondents. Aware leaders also rated individual minority-group member responsibility for performance a less important solution than did less racially aware respondents. Implications are discussed. (shrink)

This paper explores the relationship between psychological contract violations (PCVs) related to diversity climate and professional employee outcomes. We found that for our sample of US professionals of color including US-born African Americans, Hispanics, Asians, and Native Americans, employee perceptions of breach in diversity promise fulfillment (DPF), after controlling for more general organizational promise fulfillment (OPF), led to lower reported organizational commitment (OC) and higher turnover intentions (TI). Interactional justice partially mediated the relationship between DPF and outcomes. Procedural justice and (...) DPF interacted to influence OC of employees of color. For respondents who perceived a lack of DPF, moderate racial awareness was associated with greater PCV. We discuss the implications of the findings and provide directions for future research. (shrink)

This study examined the relative effect of diversity climate dimensions captured by two measures: Mor Barak et al.’s (Journal of Applied Behavioral Science, 34:82–104, 1998 ) diversity climate scale and Chrobot-Mason’s (Journal of Managerial Psychology 18:22–45, 2003 ) diversity promise fulfillment scale on professional employee of color outcomes: organizational commitment (OC) and turnover intentions. We hypothesized that the two scales would measure different aspects of diversity climate. We further hypothesized that the different climate dimensions would interactively affect the employee of (...) color outcomes. Third, we predicted that diversity climate would mediate between diversity promise fulfillment and employee of color outcomes. Finally, we hypothesized that organizational commitment would mediate the interactive effect of diversity climate dimensions on turnover intentions. Results indicated that the diversity scales each predicted unique variance in employee outcomes and that the climate dimensions interactively influenced professional of color organizational commitment and turnover intentions. We also found that the diversity climate dimension, as measured by the Mor Barak scale, mediated between diversity promise fulfillment and the outcomes. Finally, we found complete mediated moderation between the interaction of the two climate measures and turnover intentions by organizational commitment. Implications are discussed. (shrink)

Stakeholder theory has received greater scholarly and practitioner attention as organizations consider the interests of various groups affected by corporate operations, including employees. This study investigates two dimensions of psychological climate, specifically perceived pay equity and diversity climate, for one such stakeholder group: racioethnic minority professionals. We examined the main effect of U.S. professionals’ of color pay equity perceptions, and the influence of perceived internal and external pay equity on turnover intentions. We also investigated the interactive effect of perceptions of (...) pay equity and diversity climate on turnover intentions. Results indicated that pay equity perceptions were negatively associated with turnover intentions. Our findings showed that perceptions of internal pay equity influenced turnover intentions but perceptions of external equity did not. Further, perceptions of pay equity and the diversity climate interactively influenced turnover intentions. Participants who reported an unfavorable diversity climate and a low perceived pay equity were most likely to report turnover intentions. Simple slope analysis for moderate pay equity also was significant. When perceived pay equity was high, favorability of the diversity climate did not affect turnover intentions. The findings have useful practical implications. When pay was perceived as equitable, participants appeared to pay less attention to the diversity climate. Employee pay equity perceptions may be malleable; sharing information with employees about pay levels during performance reviews may enhance perceptions of pay equity. The findings suggest that, consistent with stakeholder theory, organizations should attend to perceptions of both pay equity and diversity climate when striving to minimize the turnover intentions of professionals of color. (shrink)