The business case for diversity backfires: Detrimental effects of organizations' instrumental diversity rhetoric for underrepresented group members' sense of belonging.

Many organizations offer justifications for why diversity matters, that is, organizational diversity cases. We investigated their content, prevalence, and consequences for underrepresented groups. We identified the business case, an instrumental rhetoric claiming that diversity is valuable for organizational performance, and the fairness case, a noninstrumental rhetoric justifying diversity as the right thing to do.

Perceiving progress toward social equality: A model of signals and sense-making.

How do people evaluate how much social progress has been achieved, and how do these perceptions influence intergroup attitudes? We present a model summarizing the signals and sense-making that arise when people think about progress. We review the signals that shape progress perceptions when people observe individual exemplars of success from, or substantive advances for, negatively stereotyped groups. We also identify three types of stereotype-relevant cognitive schemas that can be disrupted, or exacerbated, as people work to make sense of social progress: bias and perceived threat, beliefs about persisting inequality, and support for further progress.

No guts, no glory? How risk-taking shapes dominance, prestige, and leadership endorsement.

Risk-taking can fuel innovation and growth, but it can also have devastating consequences for individuals and organizations. Here we examine whether risk-taking affords social-hierarchical benefits to risk-takers. Specifically, we investigate how risk-taking influences perceived dominance, prestige, and the willingness to endorse risk-takers' leadership.