Obstacles for marginalized group members in obtaining leadership positions: Threats and opportunities.

Rising to higher hierarchical positions is a struggle for those who do not fit the stereotypical leadership mold. Implicit Leadership Theories (ILTs) associate leadership with dominant groups (e.g.

Better to bend than to break? Effects of rule behavior on dominance, prestige, and leadership granting.

How people handle rules can influence their social standing in the eyes of others, including their appeal as leaders. It stands to reason that people prefer to grant leadership to individuals who follow rather than break the rules. However, preferences for rule abiders are less evident than one might expect.

Examining the divergent effects of perceived inclusion of ethnic minorities on majority and minority groups' inter-ethnic responses.

This study examines the paradoxical effects of a perceived inclusive environment for ethnic minorities. We argue that while perceptions of an inclusive environment may be associated with more positive intergroup attitudes and affect among minority groups, they may instill a sense of threat among the majority group, resulting in negative intergroup sentiments and attitudes towards minorities. We analyzed data from two waves of a nationally representative survey conducted in the Netherlands ( = 11,897) comprising minority and majority groups.

Rebels with a cause? How norm violations shape dominance, prestige, and influence granting.

Norms play an important role in upholding orderly and well-functioning societies. Indeed, violations of norms can undermine social coordination and stability. Much is known about the antecedents of norm violations, but their social consequences are poorly understood.

An intersectional lens on young leaders: bias toward young women and young men in leadership positions.

Research has recognized age biases against young leaders, yet understanding of how gender, the most frequently studied demographic leader characteristic, influences this bias remains limited. In this study, we examine the gender-specific age bias toward young female and young male leaders through an intersectional lens. By integrating intersectionality theory with insights on status beliefs associated with age and gender, we test whether young female and male leaders face an interactive rather than an additive form of bias.

The spatial representation of leadership depends on ecological threat: A replication and extension of Menon et al. (2010).

Since humanity's first steps, individuals have used nonverbal cues to communicate and infer leadership, such as walking ahead of others. Menon et al., (2010) showed that the use of spatial ordering as cue to leadership differs across cultures: Singaporeans were more likely than Americans to represent leaders behind rather than in front of groups.

How norm violators rise and fall in the eyes of others: The role of sanctions.

Norm violators demonstrate that they can behave as they wish, which makes them appear powerful. Potentially, this is the beginning of a self-reinforcing loop, in which greater perceived power invites further norm violations. Here we investigate the possibility that sanctions can break this loop by reducing the power that observers attribute to norm violators.

How Narcissism Shapes Responses to Antisocial and Prosocial Behavior: Hypo-Responsiveness or Hyper-Responsiveness?

Narcissists have a relatively higher proclivity for displaying antisocial rather than prosocial behaviors, suggesting a comparatively higher tendency for unfavorably impacting societies. However, maintenance of social order also depends on appropriate responses to others' social behavior. Once we focus on narcissists as observers rather than actors, their impact on social functioning becomes less clear-cut.

Leading diversity: Towards a theory of functional leadership in diverse teams.

The importance of leaders as diversity managers is widely acknowledged. However, a dynamic and comprehensive theory on the interplay between team diversity and team leadership is missing. We provide a review of the extant (scattered) research on the interplay between team diversity and team leadership, which reveals critical shortcomings in the current scholarly understanding.

Ecological and cultural factors underlying the global distribution of prejudice.

Prejudiced attitudes and political nationalism vary widely around the world, but there has been little research on what predicts this variation. Here we examine the ecological and cultural factors underlying the worldwide distribution of prejudice. We suggest that cultures grow more prejudiced when they tighten cultural norms in response to destabilizing ecological threats.

Climbing the ladder or falling from grace? A threat-opportunity framework of the effects of norm violations on social rank.

'Social norms keep anarchy at bay, yet norm violations are omnipresent. Although norm violators are generally rejected from higher-ranking positions, they sometimes rise up the ranks. We advance a threat-opportunity framework to understand how contextual factors shape norm violators' downward or upward mobility in social hierarchies.

Understanding Diversity Ideologies From the Target's Perspective: A Review and Future Directions.

We present a review of the diversity ideologies literature from the target's perspective. In particular, we focus on how diversity ideologies-beliefs or organizational practices with regards to how to approach diversity-affect racial minorities' and women's self-perceptions and experiences at work. This review suggests that a diversity aware ideology (i.

Cultural Collectivism and Tightness Moderate Responses to Norm Violators: Effects on Power Perception, Moral Emotions, and Leader Support.

Responses to norm violators are poorly understood. On one hand, norm violators are perceived as powerful, which may help them to get ahead. On the other hand, norm violators evoke moral outrage, which may frustrate their upward social mobility.

The impact of organizational performance on the emergence of Asian American leaders.

Despite remarkably high levels of education and income, Asian Americans remain underrepresented at the top of the organizational hierarchy. Existing work suggests that a mismatch between the prototypical characteristics of business leaders (e.g.

The art of influence: When and why deviant artists gain impact.

Some artists rise to fame, while others sink into oblivion. What determines whether artists make an impact? Considering deviance in its sociohistorical context, we propose that artists whose work deviates from their own previous style (intrapersonal deviance) and other artists' styles (interpersonal deviance) gain greater impact than nondeviant artists, as long as deviance is directed toward a progressive style. A preliminary study showed that in western cultures nonrealistic styles are considered more progressive than realistic styles (Study 1).

Emotional influence in groups: the dynamic nexus of affect, cognition, and behavior.

Groups are a natural breeding ground for emotions. Group life affords unique opportunities but also poses critical challenges that may arouse emotional reactions in group members. Social-functional approaches hold that these emotions in turn contribute to group functioning by prompting group members to address concerns that are relevant to the group's success.

Engaging in Rather than Disengaging from Stress: Effective Coping and Perceived Control.

Being able to cope effectively with stress can help people to avoid negative consequences for their psychological well-being. The purpose of this study was to find out why some coping strategies are effective in reducing the negative effect of stressors on well-being and some are not. We argue that the degree to which such coping strategies engage or disengage people from stressful incidents is related to their perceived control of the situation that, in turn, is positively associated with their psychological well-being.

Maximizing the Gains and Minimizing the Pains of Diversity: A Policy Perspective.

Empirical evidence reveals that diversity-heterogeneity in race, culture, gender, etc.-has material benefits for organizations, communities, and nations. However, because diversity can also incite detrimental forms of conflict and resentment, its benefits are not always realized.

Emotional reactions to deviance in groups: the relation between number of angry reactions, felt rejection, and conformity.

How many members of a group need to express their anger in order to influence a deviant group member's behavior? In two studies, we examine whether an increase in number of angry group members affects the extent to which a deviant individual feels rejected, and we investigate downstream effects on conformity. We show that each additional angry reaction linearly increases the extent to which a deviant individual feels rejected, and that this relation is independent of the total number of majority members (Study 1). This felt rejection is then shown to lead to anti-conformity unless two conditions are met: (1) the deviant is motivated to seek reacceptance in the group, and (2) conformity is instrumental in gaining reacceptance because it is observable by the majority (Study 2).

Team members' emotional displays as indicators of team functioning.

Emotions are inherent to team life, yet it is unclear how observers use team members' emotional expressions to make sense of team processes. Drawing on Emotions as Social Information theory, we propose that observers use team members' emotional displays as a source of information to predict the team's trajectory. We argue and show that displays of sadness elicit more pessimistic inferences regarding team dynamics (e.

The interplay of diversity training and diversity beliefs on team creativity in nationality diverse teams.

Attaining value from nationality diversity requires active diversity management, which organizations often employ in the form of diversity training programs. Interestingly, however, the previously reported effects of diversity training are often weak and, sometimes, even negative. This situation calls for research on the conditions under which diversity training helps or harms teams.

Think leader, think White? Capturing and weakening an implicit pro-White leadership bias.

Across four studies, we found evidence for an implicit pro-White leadership bias that helps explain the underrepresentation of ethnic minorities in leadership positions. Both White-majority and ethnic minority participants reacted significantly faster when ethnically White names and leadership roles (e.g.

On the social influence of emotions in groups: interpersonal effects of anger and happiness on conformity versus deviance.

How do emotional expressions of group members shape conformity versus deviance in groups? We hypothesized that angry and happy responses to a group member's deviating opinion are interpreted as signals of imminent rejection versus acceptance. In 5 studies, the majority's expressions of anger led the deviant individual to feel rejected, whereas expressions of happiness made the deviant feel accepted. Because conformity can be seen as strategic behavior aimed at gaining (re)acceptance, the effects of emotional expressions on conformity should be moderated by social-contextual factors that determine the motivation to be accepted by the group and by the extent to which conformity is a means to this end.

On being peripheral and paying attention: prototypicality and information processing in intergroup conflict.

Intergroup conflicts are ubiquitous-they occur, for instance, between (work)groups, departments, organizations, political parties, or nations. Such conflicts are commonly addressed through negotiations, in which representatives negotiate on behalf of their constituency. Intergroup negotiations are complex, as representatives need to navigate between the interests of their own constituency and the other party.

Tainted visions: the effect of visionary leader behaviors and leader categorization tendencies on the financial performance of ethnically diverse teams.

Despite the increasing prevalence of ethnic diversity, findings regarding its effects on team performance remain contradictory. We suggest that past inconsistencies can be reconciled by examining the joint impact of leader behavior and leader categorization tendencies in ethnically diverse teams. We propose that leaders who exhibit high levels of visionary leader behavior and also have the tendency to categorize their team members into in- and out-groups will facilitate a negative effect of ethnic diversity on team communication and financial performance, whereas leaders who exhibit visionary behaviors but do not tend to categorize will lead ethnically diverse teams to positive outcomes.