Inclusion is not a slam dunk: A study of differential leadership outcomes in the absence of a glass cliff

Does blame always shift? Examining the impact of workplace safety communication language on post-accident blame attributions for multiple entities

The under-researching of Latinx employees in the organizational diversity literature is of critical importance as extant research indicates that findings relevant to frequently studied minority employees may not be applicable to Latinx employees. One factor that differentiates Latinx employees in the U.S. from other racial and ethnic minorities is their use of, or perceived use of, language. In this research, we investigated how inclusion efforts that incorporated multiple languages into the workplace impacted employment outcomes for Latinx employees following a workplace accident. In three separate studies, we found that factors such as the language used to communicate a safety warning (Studies 1 & 2) and employee ethnicity (Studies 2 & 3) influenced blame attributed to a low-level leader (the job foreman), but they had no relationship with blame attributed toward the injured employee who was the target of communication. Consequently, these findings differ from attribution theory research which has posited that blame shifts from one entity to another. Additionally, extant research on employment discrimination has typically focused on differential outcomes for occupational minorities. Our findings, however, suggest that researchers should examine the conditions in which equal treatment (despite perceived differences in needs) could place traditionally marginalized populations at a systematic disadvantage and, consequently, may actually be indicative of workplace discrimination.

"Loyalty to organizations" or "loyalty to supervisors"? Research on differential leadership and employee loyalty behavior: A perspective of insiders and outsiders

Loyalty has always been a hot topic in the field of organizational behavior, which is of great significance to the operation and management of organizations. Extant studies have found that leadership can have a great impact on loyalty. Differential leadership is a common and unique leadership style in Chinese organizations, but the research between differential leadership and loyalty is still lacking. Based on social exchange theory and social learning theory. This study discusses the relationship between differential leadership and loyalty. By using hierarchical regression analysis and bootstrap method. The results show that differential leadership has a positive effect on employees' organizational loyalty and supervisory loyalty, and the degree of "loyalty to organizations" is generally lower than "loyalty to supervisors"; under differential leadership style, the supervisory loyalty from insiders is much higher than that from outsiders, but the influence and difference of the two groups (insider and outsider) do not have a significant effect on organizational loyalty. The supervisor developmental feedback mediates the relationship between differential leadership and organizational & supervisory loyalty; power distance positively moderates the relationship between supervisor developmental feedback and organizational & supervisory loyalty, and the higher the perceived power distance of employees, the stronger the indirect effect of developmental feedback from supervisors. This study not only enriches the theory of differential leadership but also provides empirical support for understanding the differences in cognitive behavior between insiders and outsiders.

50 Years of Sports Teams in Work Teams Research: Missed Opportunities and New Directions for Studying Team Processes

For the last 50 years, sports team samples have played a significant role in mainstream management literature. Prior research has analyzed different kinds of data, such as archival, survey-based, and interviews/observations, from a wide range of sports teams. These teams differ greatly in terms of contexts (i.e., recreational to intercollegiate to professional) and types of interdependence. We explore this body of work and focus on what is germane for the work teams literature as we examine 255 relevant articles spanning the years 1972–2021 in major management, organizational behavior (OB), human resource management (HRM), and strategy journals. Using the input-process-outcome model in our coding process, we identify the relative absence of the study of team processes. We develop a conceptual framework linking team interdependence, team processes, and the initiation and maintenance of these processes. This framework is intended to help guide future research on team processes in the context of sports team samples and enhance the generalizability of this research to the work teams domain. Additionally, we identify an agenda for future research using sports team samples for work groups/teams researchers. Overall, we intend to spur thoughtful and creative future research in the work groups/teams area using the rich field environment that sports teams present.