There is evidence that cooperation in the workplace can have positive outcomes for organizations. To take advantage of these outcomes, it would be useful to gain information about the causes of cooperation. This study attempts to isolate some factors, leader motivation and style in particular, that may predict cooperation within work groups.

Organizations can incur extensive costs to fund training typically available to employees free of charge. However, some employees do not participate. The body of research reviewed in adult education focused on relevant studies and models of contributing factors for participation in academia, the workplace, and the community. No studies were found that investigated the motivation of adults who participate and do not participate in the Intelligence Community (IC). This study empirically examined the factors that influence adult participation in IC workplace training. The survey instrument was an adapted version of the Education Participation Scale-Alternate (EPS-A) and the Deterrents to Participation Scale-General (DPS-G) with seven open-ended questions to identify factors of adult participation and non-participation in the IC. Respondents (111) were participants and non-participants of leadership development training and consisted of African-American 75 (68%), Caucasian 21 (19%), Multi-Cultural 9 (8%), other 3 (3%), and 81 (75%) women and 27 (25%) men between the age of 21 and 80. Most respondents possessed a bachelor's degree or higher 78 (72%), worked in the IC for more than 10 years 36 (33%), and earned an annual family income of more than $130,000 63 (60%). Statistically significant results showed that lack of course relevance and time constraints were perceived deterrents to participation. Communication improvement was identified as a perceived enabler for non-participants. Additional findings of this study revealed four factors"to meet new people, to achieve an occupational goal, to increase my job competence, and to expand my mind-that influenced participation in leadership development training in the IC. Major themes such as leader or supervisor support, association, encouragement, selection, career advancement, personal growth, and availability of time were highlighted as enablers and deterrents of adult participation in workplace training. These findings enhance the current body of research in adult participation by providing information on participation in the IC that was previously not available in the literature and increase practitioners' knowledge of contributing factors that might affect the development of future leaders / Ph. D.

Indiana University-Purdue University Indianapolis (IUPUI) / The presence of narcissism in the workplace is well established. Some have even gone so far as to extol the virtues of the narcissistic personality and the effect that it has on the leadership roles in organizations. Still, research suggests that there are more narcissists than there are leadership positions that might be filled. It is well established that the presence of those with strong narcissistic tendencies at the lower levels of organizations are disruptive to the productivity and the morale of the organization as a whole. This paper found that five coping method categories existed: non-responding, quitting one’s job, befriending the narcissist, confronting the narcissist, and going to management. Contrary to existing literature, only quitting one’s job or going to management were perceived by respondents as effective methods.

Indiana University-Purdue University Indianapolis (IUPUI) / As the world continues to diversify and we begin to move towards a majority-minority America, it becomes ever critical for organizations to utilize diversity training effectively to create a more equitable work environment. This is especially true when considering the growth of Latino immigrants in the work force and how majority group members may view this as a threat to their group dominance, resulting in experiences of discrimination and prejudice towards minorities. However, research regarding the best methods to utilize to reduce prejudice against specific targeted groups has been inconclusive, and little work has been done to investigate personality characteristics as potential boundary conditions of diversity training effectiveness. Thus, the goal of this study is to investigate the effectiveness of two diversity training methods, perspective taking and imagined contact, specifically for trainees low in Openness to Experience who may be especially resistant to training. To test this over two time points (two weeks apart), we recruited White participants ( N= 471) via Amazon’s Mechanical Turk, highlighted the demographic changes occurring in the modern workforce, randomly assigned them to either the perspective taking, imagined contact, or control condition, and then measured their Openness to Experience, intergroup anxiety, prejudiced attitudes and behavioral intentions towards Latino immigrants. Results revealed no significant interactions with Openness to Experience, thus resulting in its omission from the final model. Results also did not provide evidence for the training methods having a significant direct effect on the reduction of prejudice and the increase in behavioral intentions towards Latino immigrants. However, there was support found for intergroup anxiety such that it mediated the relationship between the diversity training methods and prejudiced attitudes and behavioral intentions. Exploratory analyses also revealed imagined contact to be more effective at reducing prejudice and increasing positive behavioral intentions via a reduction in intergroup anxiety compared to the perspective taking condition. Implications, future research, and limitations are discussed.

Historically, women all over the world have been subjected to several kinds of discriminatory behaviour, attitudes and stereotypes. This results from long-held patriarchal values and male dominance. In the workplace, women suffer prejudice against their role in society, which often limits their chances of reaching top leadership positions. Women are faced with many challenges in the workplace, including, inter alia: the glass ceiling , work/life demands, workplace inequality, sexual harassment, poor career development and tokenism. The goal of this study is to explore the leadership challenges facing female managers in the City of Johannesburg Metropolitan Municipality. Fifteen operational managers were purposively selected by means of the non-probability sampling method. The research approach to this study is the qualitative approach. For the purpose of this study, the collective case study design was used. Qualitative researchers are interested primarily in the meaning subjects give to their life experiences. The researcher made use of the collective case study design to gain insight into the experiences by the female managers in the City of Johannesburg Metropolitan Municipality. Semi-structured one-on-one interviews were conducted as the primary data collection method. The findings of this study reveal that female managers are experiencing leadership challenges, including reaching the `glass ceiling´, work/life demands, workplace inequality, workplace discrimination and lack of promotional prospects. The findings call for a concerted effort by senior management to ensure equal opportunities for women in the workplace. The City of Johannesburg should take the lead in addressing these challenges in order to champion the course of women’s emancipation. / Dissertation (MSW (EAP))--University of Pretoria, 2014. / Social Work and Criminology / MSW (EAP) / Unrestricted

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Workplace ostracism is a ubiquitous phenomenon that can have negative implications for both individuals and organizations. Despite evidence indicating that ostracism is a painful experience associated with detrimental health and work-related outcomes, very little research has investigated the potential role of personal resources and workplace interventions in mitigating the prevalence and harmful impact of ostracism on employees. Mindfulness--due to its implications for enhanced attention in personal interactions, heightened awareness of others' needs, and acceptance of stressful situations--is one such resource that could prove beneficial in this regard. The current research examined the role of both trait and state mindfulness in reducing the propensity to commit ostracizing behaviors and attenuating perceptions of being "out of the loop" due to one's own lack of attention. Additionally, mindfulness was expected to buffer the harmful impact of workplace ostracism on need satisfaction, and thus have relevance for more distal health-related (i.e., psychological well-being) and work-related (i.e., job satisfaction and organizational citizenship behaviors) outcomes. Three studies investigated these relationships through cross-sectional (Study 1), experimental laboratory-based (Study 2), and quasi-experimental intervention-based (Study 3) designs. Evidence of the benefits of mindfulness in decreasing exclusionary behaviors and protecting targets of ostracism was apparent in each study. The current studies yield support for the relevance of mindfulness in addressing the substantial problem of ostracism within workplaces and other organizations.

Managing diversity in the workplace is a challenging task for supervisors. Supervisors must punish negative behavior consistently, regardless their employees’ demographic characteristics. Some research suggests that negative workplace behaviors committed by lower status group members (e.g., Black people or women) are attributed to more internal factors and penalized more severely compared to higher status group members (e.g., White people or men; Duncan, 1979; Bowles & Gelfand, 2009; Luksyte, et al., 2013). However, recent evidence of pro-Black biases in judgments (Mendes & Koslov, 2013; Zigerell, 2018), challenge the perspective that evaluators are intentionally biased against Black people. If individuals deliberately compensate for pro-White biases by demonstrating pro-Black behaviors as some researchers suggest (Axt, et al., 2016), the negative workplace behaviors of Black employees may be punished less severely than white employees regardless of their gender or the reasons for their transgressions. The present research examined interactions between attribution, employee gender, and employee race when predicting punishment of negative workplace behaviors. In two studies, participants took the role of a supervisor and read descriptions of employees who violated workplace rules. In Study 1 participants read eight descriptions of workplace rule violations, then responded to attribution, punishment type, punishment severity, seriousness of offense, and responsibility measures. In Study 2 participants read eight descriptions of workplace rule violations attributed to internal and external causes and responded to punishment severity, seriousness of offense, and responsibility measures. Race and gender of the employees committing each offense were randomized within each participant so that they each rated all eight combinations of race, gender, and attribution (Study 2). Study 1 found support for the pro-Black bias, participants made more internal attributions for negative behavior committed by women and White employees and punished their negative workplace behaviors more severely. Unlike Study 1, participants in Study 2 did not make punishment decisions based on employee gender or race. Instead, participants punished behaviors based on their causal explanations; behaviors explained with internal causes were punished more severely than behaviors explained with external causes. Focusing on attribution reduced the propensity to discriminate in favor or against employees based on their demographic characteristics. While race and gender can impact punishments for workplace rule violations, learning more information about causal factors may reduce the likelihood of biased decisions.

The purpose of this essay is to provide an insight into the role of women in male dominated workplaces who sell recreational and other vehicles, and why there is so few women working in this area even though there are a lot of women using these kinds of vehicles. I have chosen cultural analytics as my staring point because it gives me the tools to problematize and put a light on the phenomena of women in male dominated workplaces and what can be done to further increase diversity within these workplaces. As I will show the male dominated workplace is not completely void of women, there is however a gender segregation meaning that there are very few women to be found in the sales and more labor-intensive department. Women who do work in these workplaces are found in more traditional female rolls, as in accounting and finance. The argument I put forth is that retailers have a lot to gain by including more woman in the front end of the business, not only because it is good for the brand to appear inclusive but also because there are a growing number of female users of recreational vehicles, some of whom prefer to interact with a female sales representative when visiting the showroom. The methods that I have used are observations and qualitative interviews. During field studies I observed several different showrooms to identify customers and get a sense of the number of women and men going in and out. My purpose has been to try to identify if there is a correlation between the idea of recreational as a masculine phenomenon and the gender of the actual customers going into a showroom. The other method has consisted of interviews where I interviewed female and male employees to gain insight into their view on female representation and why there are so few women working in sales and other frontend roles.My conclusion is that even though there is a general recognition that motors and vehicles traditionally is associated with masculinity it does not have to be the case in practice. Everyone I have talked to is open to the idea of more woman working in these roles, the challenge is not a lack of will but rather how to find more women who are willing to occupy roles traditionally occupied by men. There is also an awareness of the toxic masculinity that sometimes exists where women are diminished and marginalized and that diversity training within the organization is the answer to achieve a more inclusive working environment