An orphanage and foster care home for young children in Guyana was staffed by women who were paid... more An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's notational holiday, however, none of the staff reported for work. The director decided to implement new rules and a system of accountability. When the local public hospital staff went on strike, the director of the children's home was asked to run the hospital with its volunteers. After eight weeks, she returned to the children's home to discover that it was thriving, despite her absence. She decided that her work was completed and she returned to Canada. Nearly two years later, the former director visited the children's home and reflected on her management efforts. This is a supplement to Red Cross Children's Home: Building Capabilities in Guyana (A), product 9B02C042 and Red Cross Children's Home: Building Capabilities in Guyana (B), product 9B02C047.
We seek to understand cognitive processes that contribute to the exclusion of women from leadersh... more We seek to understand cognitive processes that contribute to the exclusion of women from leadership roles. One classic argument is that leader prototypes are predominantly male and that women fit these prototypes to a lesser degree than do men. With our research, we add that even if gender-balanced leader prototypes existed, cognitive processes likely play a role in keeping women out of leadership positions. Our proposed answer lies in the gender prototypes held by men and women. Specifically, in order to maintain their status, men hold prototypes of women that are characterized by positive attributes to a lower degree than are their prototypes of men. Women, in contrast, do not make such distinctions in their gender prototypes. Results from three studies are consistent with these arguments. They point to a pattern of subtle discrimination, such that men perceive women not as worse than men on negative attributes, but men do view women as not as being as good as men on positive attr...
Both role incongruency theory (Eagly & Karau, 2002) and the lack of fit model by Heilman (1983) s... more Both role incongruency theory (Eagly & Karau, 2002) and the lack of fit model by Heilman (1983) suggest that the underrepresentation of women in leadership positions can be explained by the male-typedness of leader prototypes. We examine how women and men project their gender prototypes onto leader prototypes. We found initially that men more so than women projected their gender prototypes on leader prototypes. For men there is more of an overlap between a prototypical men and a prototypical leader than there is an overlap between a prototypical woman and a prototypical leader. Women, however, do not engage in so called relative ingroup projection. In the current study, we further decompose this finding asking whether the gender difference in relative ingroup projection on leadership prototypes is driven by female prototypes, male prototypes, and/or leader prototypes. We further examine to what extent this gender difference is more manifested on positively valenced or negatively val...
Gender inequalities remain an issue in our society and particularly in the workplace. Several fac... more Gender inequalities remain an issue in our society and particularly in the workplace. Several factors can explain this gender difference in top-level managerial positions such as career ambitions but also biases against women. In our chapter, we propose a model explaining why gender inequalities and particularly discrimination against women is still present in our societies despite social norms and existing legislation on gender equality. To this purpose, we review research on discrimination through two different approaches, (a) a prejudice approach through the justification-suppression model developed by Crandall and Eshleman (2003) and (b) a power approach through the social dominance theory (Pratto, Sidanius, Stallworth, & Malle, 1994; Sidanius & Pratto, 1999). In our work, we integrate these two approaches and propose a model of gender prejudice, power, and discrimination. The integration of these two approaches contributes to a better understanding of how discrimination against...
Malgre une societe de plus en plus tolerante, la discrimination reste un probleme d'actualite... more Malgre une societe de plus en plus tolerante, la discrimination reste un probleme d'actualite. Pour expliquer la formation des comportements discriminatoires, la recherche en psychologie sociale a traditionnellement etudie la discrimination comme un phenomene intergroupe, notamment a travers la theorie de l'identite sociale (Tajfel & Turner, 1979). Toutefois, cette approche ne permet pas de comprendre comment des individus peuvent de nos jours s'engager dans des comportements discriminatoires tout en sachant que ces actes sont reprehensibles socialement et penalement. C'est a cette problematique que nous nous sommes atteles dans la presente recherche. De nombreuses etudes ont mis en evidence le fait que des individus etaient prets a commettre des actes discriminatoires pour autant qu'ils puissent les justifier (Crandall & Eshleman, 2003). Nous proposons de contribuer a la comprehension de ce phenomene grâce au concept de desengagement moral definit comme le proce...
The co-founders of a startup, online sales contest management service needed to act quickly. They... more The co-founders of a startup, online sales contest management service needed to act quickly. They needed a vice-president of sales and believed they had found a suitable candidate, Mark Sullivan. A meeting is planned for the next day to go over the offer. Sullivan has a number of other jobs offer and must decide on his next career move. This is a supplement to SalesDriver: The Offer to Mark Sullivan: SalesDriver's Perspective, product '9B01C010'.
Subtle biases and covert prejudice affect interactions in the workplace. Subtle biases are automa... more Subtle biases and covert prejudice affect interactions in the workplace. Subtle biases are automatically activated associations or stereotypes that relate groups (e.g. men and women) with attributes or characteristics (e.g. career or household), often outside of our awareness. Covert prejudice refers to concealed negative opinions about members of other groups. Managers and business leaders can benefit both from understanding how subtle biases and covert prejudices can translate into discriminatory behaviors and from learning to manage in a way that avoids such biases and prejudices. The note has four sections, each of which can be read individually: Managerial Relevance, Subtle Biases, Covert Prejudice, and Managing to Avoid Subtle Biases and Covert Prejudice.
Leo Burnett Company Ltd is a global advertising agency. The company is working with one of its la... more Leo Burnett Company Ltd is a global advertising agency. The company is working with one of its largest clients to launch a new line of hair care products into the Canadian and Taiwanese test markets in preparation for a global rollout. Normally, once a brand has been launched, it is customary for the global brand centre to turn over the responsibility for the brand and future campaigns to the local market offices. In this case, however, the brand launch was not successful. Team communications and the team dynamics have broken down in recent months and the relationships are strained. Further complicating matters are a number of client and agency staffing changes that could jeopardize the stability of the team and the agency/client relationship. The global account director must decide whether she should proceed with the expected decision to modify the global team structure to give one of the teams more autonomy, or whether she should maintain greater centralized control over the team. She must recommend how to move forward with the brand and determine what changes in team structure or management are necessary.
Despite substantial research on cheating, how and when individual predispositions figure into che... more Despite substantial research on cheating, how and when individual predispositions figure into cheating behavior remains unclear. In Study 1, we investigated to what extent Honesty-Humility predicted cheating behavior. As expected, individuals high on Honesty-Humility were less likely to cheat than were individuals low on this trait. In Study 2, integrating arguments from personality research about traits with arguments from behavioral ethics about moral primes, we examined how Honesty-Humility and situational primes interacted to affect cheating. We found an interaction indicating that individuals high on Honesty-Humility consistently did not cheat much across situational primes, whereas individuals low on Honesty-Humility cheated more when exposed to immoral primes than when exposed to moral primes. Our research invites reflection about the interplay of individual differences in Honesty-Humility and situational cues in predicting cheating, including the design of anti-cheating syst...
Job satisfaction has been a frequently studied concept in organizational behavior. Past research ... more Job satisfaction has been a frequently studied concept in organizational behavior. Past research has shown that trust in top management is an important factor influencing job satisfaction. To date, little attention has been paid to safety climate perceptions as a possible predictor of job satisfaction. In our study we investigated the direct and interactive effects of trust in top management and individual-level perceptions of safety climate in predicting job satisfaction. The findings of this study point to the importance of positive perceptions of safety climate on employees' job satisfaction when trust in top management is low.
The concept of equal opportunity is discussed and defined. The authors initially describe histori... more The concept of equal opportunity is discussed and defined. The authors initially describe historical anchors, EU legislation, and management. Seeking to capture different contexts and interpretations, and drawing on a variety of disciplines, the authors suggest a contemporary definition of equal opportunity as “an ideal state in which everyone has the same chance to participate and succeed in any aspect of their work and lives.” Implications for management are discussed
An orphanage and foster care home for young children in Guyana was staffed by women who were paid... more An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's notational holiday, however, none of the staff reported for work. The director decided to implement new rules and a system of accountability. When the local public hospital staff went on strike, the director of the children's home was asked to run the hospital with its volunteers. After eight weeks, she returned to the children's home to discover that it was thriving, despite her absence. She decided that her work was completed and she returned to Canada. Nearly two years later, the former director visited the children's home and reflected on her management efforts. This is a supplement to Red Cross Children's Home: Building Capabilities in Guyana (A), product 9B02C042 and Red Cross Children's Home: Building Capabilities in Guyana (B), product 9B02C047.
We seek to understand cognitive processes that contribute to the exclusion of women from leadersh... more We seek to understand cognitive processes that contribute to the exclusion of women from leadership roles. One classic argument is that leader prototypes are predominantly male and that women fit these prototypes to a lesser degree than do men. With our research, we add that even if gender-balanced leader prototypes existed, cognitive processes likely play a role in keeping women out of leadership positions. Our proposed answer lies in the gender prototypes held by men and women. Specifically, in order to maintain their status, men hold prototypes of women that are characterized by positive attributes to a lower degree than are their prototypes of men. Women, in contrast, do not make such distinctions in their gender prototypes. Results from three studies are consistent with these arguments. They point to a pattern of subtle discrimination, such that men perceive women not as worse than men on negative attributes, but men do view women as not as being as good as men on positive attr...
Both role incongruency theory (Eagly & Karau, 2002) and the lack of fit model by Heilman (1983) s... more Both role incongruency theory (Eagly & Karau, 2002) and the lack of fit model by Heilman (1983) suggest that the underrepresentation of women in leadership positions can be explained by the male-typedness of leader prototypes. We examine how women and men project their gender prototypes onto leader prototypes. We found initially that men more so than women projected their gender prototypes on leader prototypes. For men there is more of an overlap between a prototypical men and a prototypical leader than there is an overlap between a prototypical woman and a prototypical leader. Women, however, do not engage in so called relative ingroup projection. In the current study, we further decompose this finding asking whether the gender difference in relative ingroup projection on leadership prototypes is driven by female prototypes, male prototypes, and/or leader prototypes. We further examine to what extent this gender difference is more manifested on positively valenced or negatively val...
Gender inequalities remain an issue in our society and particularly in the workplace. Several fac... more Gender inequalities remain an issue in our society and particularly in the workplace. Several factors can explain this gender difference in top-level managerial positions such as career ambitions but also biases against women. In our chapter, we propose a model explaining why gender inequalities and particularly discrimination against women is still present in our societies despite social norms and existing legislation on gender equality. To this purpose, we review research on discrimination through two different approaches, (a) a prejudice approach through the justification-suppression model developed by Crandall and Eshleman (2003) and (b) a power approach through the social dominance theory (Pratto, Sidanius, Stallworth, & Malle, 1994; Sidanius & Pratto, 1999). In our work, we integrate these two approaches and propose a model of gender prejudice, power, and discrimination. The integration of these two approaches contributes to a better understanding of how discrimination against...
Malgre une societe de plus en plus tolerante, la discrimination reste un probleme d'actualite... more Malgre une societe de plus en plus tolerante, la discrimination reste un probleme d'actualite. Pour expliquer la formation des comportements discriminatoires, la recherche en psychologie sociale a traditionnellement etudie la discrimination comme un phenomene intergroupe, notamment a travers la theorie de l'identite sociale (Tajfel & Turner, 1979). Toutefois, cette approche ne permet pas de comprendre comment des individus peuvent de nos jours s'engager dans des comportements discriminatoires tout en sachant que ces actes sont reprehensibles socialement et penalement. C'est a cette problematique que nous nous sommes atteles dans la presente recherche. De nombreuses etudes ont mis en evidence le fait que des individus etaient prets a commettre des actes discriminatoires pour autant qu'ils puissent les justifier (Crandall & Eshleman, 2003). Nous proposons de contribuer a la comprehension de ce phenomene grâce au concept de desengagement moral definit comme le proce...
The co-founders of a startup, online sales contest management service needed to act quickly. They... more The co-founders of a startup, online sales contest management service needed to act quickly. They needed a vice-president of sales and believed they had found a suitable candidate, Mark Sullivan. A meeting is planned for the next day to go over the offer. Sullivan has a number of other jobs offer and must decide on his next career move. This is a supplement to SalesDriver: The Offer to Mark Sullivan: SalesDriver's Perspective, product '9B01C010'.
Subtle biases and covert prejudice affect interactions in the workplace. Subtle biases are automa... more Subtle biases and covert prejudice affect interactions in the workplace. Subtle biases are automatically activated associations or stereotypes that relate groups (e.g. men and women) with attributes or characteristics (e.g. career or household), often outside of our awareness. Covert prejudice refers to concealed negative opinions about members of other groups. Managers and business leaders can benefit both from understanding how subtle biases and covert prejudices can translate into discriminatory behaviors and from learning to manage in a way that avoids such biases and prejudices. The note has four sections, each of which can be read individually: Managerial Relevance, Subtle Biases, Covert Prejudice, and Managing to Avoid Subtle Biases and Covert Prejudice.
Leo Burnett Company Ltd is a global advertising agency. The company is working with one of its la... more Leo Burnett Company Ltd is a global advertising agency. The company is working with one of its largest clients to launch a new line of hair care products into the Canadian and Taiwanese test markets in preparation for a global rollout. Normally, once a brand has been launched, it is customary for the global brand centre to turn over the responsibility for the brand and future campaigns to the local market offices. In this case, however, the brand launch was not successful. Team communications and the team dynamics have broken down in recent months and the relationships are strained. Further complicating matters are a number of client and agency staffing changes that could jeopardize the stability of the team and the agency/client relationship. The global account director must decide whether she should proceed with the expected decision to modify the global team structure to give one of the teams more autonomy, or whether she should maintain greater centralized control over the team. She must recommend how to move forward with the brand and determine what changes in team structure or management are necessary.
Despite substantial research on cheating, how and when individual predispositions figure into che... more Despite substantial research on cheating, how and when individual predispositions figure into cheating behavior remains unclear. In Study 1, we investigated to what extent Honesty-Humility predicted cheating behavior. As expected, individuals high on Honesty-Humility were less likely to cheat than were individuals low on this trait. In Study 2, integrating arguments from personality research about traits with arguments from behavioral ethics about moral primes, we examined how Honesty-Humility and situational primes interacted to affect cheating. We found an interaction indicating that individuals high on Honesty-Humility consistently did not cheat much across situational primes, whereas individuals low on Honesty-Humility cheated more when exposed to immoral primes than when exposed to moral primes. Our research invites reflection about the interplay of individual differences in Honesty-Humility and situational cues in predicting cheating, including the design of anti-cheating syst...
Job satisfaction has been a frequently studied concept in organizational behavior. Past research ... more Job satisfaction has been a frequently studied concept in organizational behavior. Past research has shown that trust in top management is an important factor influencing job satisfaction. To date, little attention has been paid to safety climate perceptions as a possible predictor of job satisfaction. In our study we investigated the direct and interactive effects of trust in top management and individual-level perceptions of safety climate in predicting job satisfaction. The findings of this study point to the importance of positive perceptions of safety climate on employees' job satisfaction when trust in top management is low.
The concept of equal opportunity is discussed and defined. The authors initially describe histori... more The concept of equal opportunity is discussed and defined. The authors initially describe historical anchors, EU legislation, and management. Seeking to capture different contexts and interpretations, and drawing on a variety of disciplines, the authors suggest a contemporary definition of equal opportunity as “an ideal state in which everyone has the same chance to participate and succeed in any aspect of their work and lives.” Implications for management are discussed
Uploads
Papers by Joerg Dietz