Although defined in numerous and sometimes inconsistent ways in the literature, diversity climate can be described as employees’ shared perceptions of the extent to which their organization values diversity as reflected in the policies, practices, and procedures that the organization rewards, supports, and expects. Diversity climate studied at the individual level (individual perceptions of the impact of the work environment on the individual’s own well-being) is referred to as psychological climate. When it is conceived of and studied at the group or organization level (employees’ shared perceptions of their work environment aggregated to the unit level), it is referred to as group- or organizational-level climate. Two consistent criticisms raised in recent reviews continue to plague diversity climate research. These can most simply be stated as a lack of clarity about what diversity climate is and is not, and inconsistency in how diversity climate is measured and aligns (or does not) with how it has been conceptualized. Despite these criticisms, there is evidence that diversity climate can positively impact individuals’ (especially minority group members’) work-related attitudes (e.g., organizational commitment, satisfaction) and unit-level outcomes (e.g., performance). As a result, diversity climate is both practically relevant to organizations and conceptually meaningful to researchers.
Elissa L. Perry and Aitong Li
Katina Sawyer and Judith A. Clair
Stereotypes are a central concern in society and in the workplace. Stereotypes are cognitions that drive what individuals know, believe, and expect from others as a result of their social identities. Stereotypes predict how individuals view and treat one another at work, often resulting in inaccurate generalizations about individuals based on their group membership. As such, it’s important to break down and combat the use of stereotypes in decision-making at work. If stereotypes can be overcome in the workplace, fairness and equity in organizations becomes more likely.
Lynn R. Offermann and Kira Foley
Women have historically been underrepresented in leadership positions across private and public organizations around the globe. Gender inequality and gender discrimination remain very real challenges for women workers in general, and especially so for women striving for leadership positions. Yet organizational research suggests that female leaders may bring a unique constellation of leadership-related traits, attributes, and behaviors to the workplace that may provide advantages to their organizations. Specific cultural and organizational work contexts may facilitate or inhibit a female leadership advantage. Reaping the benefits of female leadership relies on an organization’s ability to combat the numerous barriers female leaders face that male leaders often do not, including gender-based discrimination, implicit bias, and unfair performance evaluations. Despite these challenges, the literature suggests that a reasoned consideration of the positive aspects of women’s leadership is not only warranted but is instructive for organizations hoping to reap the benefits of a diverse workforce.