<p> Interdependent work, where men and women work together in groups, is becoming an increasingly common part of today&rsquo;s workplace. In these interdependent settings, gender is not just an attribute of an individual (target gender), but also an attribute of the group as a whole (group gender composition). Recent research suggests that, in these interdependent contexts, it is group gender composition, rather than a target&rsquo;s gender, that affects group members&rsquo; evaluations of their group-mates (West, Heilman, Gullett, Moss-Racusin, &amp; Magee, 2012). The current research is the first to explore when and why group gender composition influences intragroup evaluations. </p><p> Across three studies, I tested two hypotheses. First, I hypothesized that group gender composition would influence intragroup evaluations via one of two routes&mdash;either via the target&rsquo;s behavior or via the perceiver&rsquo;s biased evaluations of the target. My second hypothesis was that increasing the amount of outcome interdependence (i.e. the extent to which group members are rewarded based on the group&rsquo;s performance instead of their own individual performance) experienced by a group would improve evaluations in female relative to male dominant groups. Consistent with past research, I expected that under conditions of low outcome interdependence intragroup evaluations would be more negative in female dominant than male dominant groups. However, under conditions of high outcome interdependence, I argue that a task may appear more female gender-typed (i.e. emphasize traits typically associated with women, like cooperation), and as a result, the influence of group gender composition on intragroup evaluations should dissipate. </p><p> Findings suggest that group gender composition biases perceivers&rsquo; evaluations of their group-mates. In Studies 1 and 2, there was no evidence that target behavior mediated the relationship between group gender composition and intragroup evaluations; moreover, in Study 3, group gender composition influenced intragroup evaluations even when targets&rsquo; behavior was held constant. </p><p> Consistent with my second hypothesis, level of outcome interdependence moderated the relationship between group gender composition and intragroup evaluations. For Studies 1 and 3, I found the expected interaction between group gender composition and level of outcome interdependence. When groups experienced low outcome interdependence, members of male dominant groups evaluated each other more positively than members of female dominant groups. Results reversed under conditions of high outcome interdependence, such that members of female dominant groups evaluated each other more positively than members of male dominant groups, albeit not significantly so. However, there was no evidence that moderation by outcome interdependence was due to changes in the perceived gender type of the task. Findings from Study 3 suggest that participants who experienced conditions of high outcome interdependence did not believe that the task was more female gender-typed than participants who experienced conditions of low outcome interdependence. Moreover, other methods for making a task appear more female gender-typed (using female gender-typed materials and framing a task as requiring female gender-typed skills) did not moderate the relationship between group gender composition and intragroup evaluations. </p><p> Results from these studies are the first to provide insight into when and why gender composition affects intragroup evaluations in interdependent task groups. The current research suggests that it is possible to improve intragroup evaluations for female dominant groups, relative to male dominant groups, and reduce bias based on group gender composition by rewarding group members based on group rather than individual performance. Additionally, the current research suggests making a task appear more female gender-typed (e.g. using traditionally female materials) may not be effective at reducing gender bias in group contexts.</p>

<p> People make important first impression judgments of the trustworthiness of strangers every day and in many settings. This study investigated whether ethnic background and age of the observer affected first impressions drawn solely from the physiognomics, the nonverbal facial cues, of the stranger. The researcher extended the methodology used by Xu et al. to two groups of 36 Chinese-American and Caucasian-American senior females over the age of 53 in Phoenix, Arizona. The women used a 9-point Likert scale (from very untrustworthy to very trustworthy) to evaluate photographs modified by FaceGen software of 150 Caucasian, Asian, and African-American and Hispanic men and women of varied ages. The results supported prior findings that ethnic background did not affect trustworthiness evaluations, but age did. The two ethnic groups showed no significant difference in their evaluations: the mean Chinese-American evaluation was 5.81 (SD = 1.06), and the mean score for Caucasians was 5.33 (SD = 1.37). Both groups showed a statistically significant linear correlation between age and mean trustworthiness scores (r = -.38, p = .001). As age increased, trustworthiness scores decreased. This negative correlation between age and trust differed from findings of prior research that older adults are somewhat more trusting than younger adults. There is a need for additional research to determine how age and other demographic factors affect first impressions of trustworthiness from physiognomic characteristics.</p>

<p> A multiple case study was used to explore the experiences of senior leaders with vulnerability. The leaders selected for the study were seasoned executives who consciously used vulnerability as part of their leadership style and who had extensive experience with a variety personal development processes. Semi-structured in-depth interviews were conducted with 7 senior leaders from a variety of for-profit and non-profit sectors. The study provides insights that may be of practical use to leaders who wish to deepen their experience and expression of leadership, and to leadership development professionals who focus on helping leaders to be more emotionally genuine, relationally transparent, and able to take healthy risks. Though there are tangentially relevant theories such as emotional intelligence and authentic leadership, vulnerability is a new area of study especially as it concerns leadership, and this qualitative exploration may bring an important perspective to this emerging topic of academic and practical interest.</p>

<p> The literature on person-organization (P-O) fit has been plagued with inconsistencies in the conceptualization, operationalization and measurement of P-O fit. Despite numerous studies examining the relationship between P-O fit and outcomes, these inconsistencies in measurement and operationalization have led to mixed findings concerning specific individual outcomes. The goal of this dissertation was to address some of these inconsistencies by examining the relationship between P-O fit, using perceived and subjective measures of fit, and attitudinal and behavioral outcomes. In addition, previously unexplored mediators of the P-O fit-outcome relationships were examined. Although not formally hypothesized, it was believed that the magnitude of the relationships would differ such that perceived fit would have a stronger relationship with attitudinal outcomes than subjective fit, and that subjective fit would have a stronger relationship with job performance than perceived fit. </p><p> A sample of 188 entry-level managerial employees, working in a national transportation organization, was used to examine the relationship between P-O fit and job attitudes (i.e., job satisfaction, commitment, organizational citizenship behaviors and turnover intentions) and supervisor rated job performance. The results of this dissertation suggest that perceived fit is related to positive attitudes and better job performance. Furthermore, perceived organizational support partially mediates the relationship between perceived fit and the attitudinal outcomes studied, lending partial support for hypotheses. Role ambiguity was also examined as a potential mediator between fit and job performance, however, although perceived fit was significantly related to role ambiguity, the results did not support the relationship between role ambiguity and job performance. Tests of the specific hypotheses for subjective fit were not supported. Instead, the results indicated that organizational values, rather than fit between person and organizational values, were a strong predictor of attitudinal outcomes.</p>

<p> Algorithms, scripts for sequences of mathematical calculations or procedural steps, are powerful. Even though algorithms often outperform human judgment, people appear resistant to allowing a numerical formula to make decisions for them (Dawes, 1979). Nevertheless, people are increasingly dependent on algorithms to inform their decisions on a day-to-day basis. In eight experiments, I tested whether aversion to algorithms is as straightforward a story as past work suggests. The results shed light on the important questions of when people rely on algorithmic advice over advice from people and have implications for the use of algorithms within organizations.</p>

<p> This study examined the relationship between employees&rsquo; Organizational Commitment and the perception of the management of deviant behavior and examined if Organizational Culture moderated the strength of the relationship between Organizational Commitment and the perception of the management of deviant behavior. Three assessments were administered either electronically or in hardcopy form and were completed by 114 participants who were employed adults ages 18 and above, managed by someone else, in the southeastern U.S. The Organizational Culture Inventory (OCI) developed by Cooke and Lafferty (2013) measured overall Organizational Culture of employees at an individual level of assessment. The instrument used to measure employee Organizational Commitment was the TCM Employee Commitment Survey (Wellspring Worldwide, LLC, 2010). The instrument used to measure the perception of the management of deviant behavior was derived from a non-self-report measure created by Stewart, Bing, Davidson, Woehr, and McIntyre (2009). A moderated multiple regression analysis determined that the relationship between the perception of the management of deviant behavior and organizational commitment was not predicted by a constructive, aggressive/defensive, or passive/defensive culture style. The study found that the perception of the management of deviant behavior did not have a statistically significant predictive relationship with regards to organizational commitment, nor did workplace culture moderate the perceptions or attitudes of employees. The empirical evidence provided in this study enhanced the body of knowledge related to workplace culture. Specifically, the results of the study provided quantitative information, which provided a valuable understanding that a macro-variable such as workplace culture does not necessarily attenuate the relationship between perception of management and organizational commitment within certain diverse workplaces. </p>

<p> This transcendental phenomenological study sought to understand how the followers of authentic leaders in a multi-national healthcare organization experienced well-being. Twenty followers of 5 authentic leaders participated in the research and shared their lived experiences. Followers reported they experienced workplace well-being by maintaining work-life balance, feeling fulfilled/doing meaningful work, and feeling appreciated/recognized for their contributions. Workplace well-being was experienced as a result of their perceptions of feeling trusted and cared about as a <i>whole being</i> and not just an employee by their leaders. Followers also reported that the organizational culture provided support for leaders to demonstrate behaviors of authentic leadership, caring, trust, appreciation, respect, valuing others, openness, honesty, and transparency, which led them to feel an attachment to their leaders and organizations. Followers were motivated to exhibit organizational citizenship behaviors by providing extra or discretionary effort beyond their expected role requirements. These findings indicate that authentic leaders can provide value by cultivating well-being in the workplace. Findings also suggest recommendations for establishing organizational best practices.</p>

<p> Examining cultural differences in resilience among workers and how these differences are related to satisfaction and performance at work is a vital research area that may provide insights into the United States&rsquo; steadily diversifying workforce. Specifically, there has been limited research on cultural differences in the workplace and its impact on affect and performance. This study investigated the impact that cultural resilience has on an individual&rsquo;s job satisfaction and work performance. Moderation analyses using cultural resilience were conducted to test the impact that minority status, immigration status, and stress have on job satisfaction and performance. Results of this study indicated a significant interaction between cultural resilience and stress on an employee&rsquo;s job satisfaction. Although minority and immigrant status significantly contributed to an individual&rsquo;s cultural resilience, there was no significant interaction between cultural resilience and group status on an employee&rsquo;s job performance. This study highlights the importance of examining the perspective of cultural minorities in workplace settings and has implications on workplace dynamics.</p><p>

<p> Effective leadership is an integral component to ensure organizational excellence. Scholarly inquiry related to substance use, abuse, and addiction&rsquo;s impact on the organization has been abundant while investigation of the effects of substance or behavioral addictions on leadership capacity was scant. Addiction, of any kind, leads to biological, psychological, and social dysfunction, incurring harm to addict, their families, followers, and the workplace. Within the context of the organization, as sexual addiction is often considered a taboo and undiscussable topic, inquiry regarding this topic was minimal. The purpose of this qualitative study was to explore the influence of sexual addiction on the leadership capacity of 7 leaders while in active addiction and in recovery. A related question considered how their organizations may have been affected by leader behaviors in both active and recovering states. Findings included active addiction having manifested in harmful and destructive leader behaviors to followers and the organization. Regarding recovery, these leaders&rsquo; personal experiences included: increased self-awareness and self-regulation, transparency, ongoing commitment to 12-step recovery program activities, and psychological growth. Benefit accrued to their organizations included: increased team collaboration, positive social exchanges, follower development, and enhanced organizational outcomes.</p><p>

<p> The present mixed-methods study examined how 19 experienced change leaders cope with ambiguity during transformational organizational change and whether mindfulness helps them do that. Study findings indicated that practitioners react in varying ways to ambiguity and employees generally react negatively. Change leaders rely on personal coping and project initiation strategies, ongoing guidance and support, agile and action-oriented approaches, courageous and bold leadership, and trust in their process to manage ambiguity for themselves. To help others deal with ambiguity, change leaders repeatedly articulate the change vision and direction and demonstrate confident, strong change leadership. Mindfulness appears to enhance leaders&rsquo; abilities to interact with others, maintain perspective, and attune with others&rsquo; emotional states. Mindful change leaders appear to more frequently practice self-awareness and self-care, seek professional advice and assistance, and exercise an agile, action-oriented approach to leading change as ambiguity coping mechanisms.</p>