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Interventions that have been successful in removing barriers to the success of women and people of color in corporate environments have not been afforded the same attention as the barriers themselves. This paper goes beyond the barriers to focus on successful interventions.Design/methodology/approach – Research on leadership issues is reviewed to determine the skills needed to pursue diversity in executive development successfully. Practical application is discussed.Findings – Common barriers to minority advancement include stereotypes about roles and abilities, the scarcity of mentors and personal networks, the lack of significant line experience and visible assignments, and, particularly for women, family responsibilities. Successful intervention methods include holding managers accountable for progress on diversity metrics, and training about diversity and associated attitudes and behaviors. Formal networks, mentoring programs, high potential talent identification and development, and work‐life supports can also help an organization's diversity efforts. The creation of a strong business case linking the desired managerial changes to business outcomes is necessary, but research indicates that this may not be enough. A sense of social responsibility and distributive justice – eliminating inequities and stereotypes as the right thing to do – may also have to play a role.Originality/value – Although the number of women and people of color are increasing in the executive ranks of corporate America, the numbers are quite small. Senior leadership and anyone charged with developing executive talent will benefit from comparing their current practices with those discussed in this paper. Without active leadership from senior executives, existing cultural norms and managerial attitudes will not change.

Although existing literature emphasizes the significance of diversity and inclusion in management roles for employees, there is a notable absence of a standardized scale to assess employees’ perceptions of an inclusive climate, particularly in relation to practices that encourage acceptance of demographically diverse leaders. This study aims to bridge this gap by developing the perceived inclusion climate for leader diversity (PICLD) scale.

The scale development process was carried out in five phases which included: qualitative component (interviews); test for face validity; check for content validity; construct and criterion-related validity; and nomological network testing.

Following the first three phases of scale development, 12 measurement items were produced. Phase four results indicate that PICLD is distinct from both the intercultural group climate scale and diversity-oriented leadership scale, in which all three scales were found to be positively correlated with job satisfaction. Phase five results show that PICLD positively correlates with organizational justice. Organizational justice also mediates the relationship between PICLD and three employee outcomes (performance, engagement and turnover intention).

Organizations are encouraged to be open to suggestions made by managers from historically marginalized groups that motivate diverse leaders to voice their concerns to foster inclusionary climate perceptions among employees. Welcoming diverse managerial perspectives can dismantle systemic barriers, enabling marginalized leaders to thrive while fostering employees’ perceptions of an inclusionary workplace.

This study introduces the PICLD Scale to enhance comprehension of how policies supporting leader demographic diversity impact employee perceptions of inclusive climate. This research also contributes to the advancement of social exchange theory and literature on organizational justice, performance and engagement.

The leaders of two local and regional organizations, Cooperative Extension Service (CES) and Workforce Development Board (WDB), were surveyed to determine their perceptions of the leadership skills of each other as an indicator of the social capital within the community. Results showed the majority of both groups did not know if their counterparts possessed basic leadership abilities that included communication skills, task and maintenance skills, conflict management, etc. However, neither group gave the other low ratings on any of the skills. The implications of these findings are that there is little interaction between these two groups on local and regional projects and programs. This suggests the social capital that results when local leaders interact and influence other parts of the community is not being realized and thus is not utilized for local and regional initiatives to the extent that it could be.

Balance Theory has accumulated an impressive record of empirical confirmation at both the micro- and macro-levels. Yet, it is unclear why humans consistently prefer balanced relations when imbalance offers the opportunity to reap material rewards. We argue that balance is preferred because it functions as a “compression heuristic,” allowing networks to be more easily encoded in, and recalled from, memory.

We present the results of a novel randomized laboratory experiment using nearly 300 subjects. We evaluate the independent and joint effects of degree of balance/imbalance and presence/absence of kin compression heuristics on network recall.

We find that memory for relationship valence is more accurate for balanced, rather than imbalanced, networks and that relationship existence and relationship valence are separable cognitive elements. We also use comparisons between kin and non-kin networks to suggest that humans are implicitly aware of the conditions under which imbalanced networks will be most durable.

We show that the tension/strain postulated to generate mental and behavioral responses to increase balance likely stems from cognitive limitations. More broadly, this connects balance theory to models of human cognition and evolution and suggests that human general processing ability may have evolved in response to social, rather than physical, challenges.

Burnout is an issue affecting not only individual officers, but also the agencies they work for and the communities they serve. Despite its prevalence, there is limited evidence for effective interventions that address officer burnout. This study aims to advance this area of study by identifying organizational factors associated with police burnout. By identifying these factors, stakeholders interested in officer wellness will have more clearly defined targets for intervention.

Self-report data were gathered from US police officers partitioned into command staff (n = 125), detective (n = 41), and patrol officer (n = 191) samples. Bootstrapped correlations were calculated between 20 organizational stressors and officer burnout.

Findings revealed several shared organizational stressors associated with burnout regardless of role (command staff, detective, patrol officer), as well as several role-specific organizational stressors strongly associated with burnout. Together, these findings suggest utility in considering broad-based organizational interventions and role-specific interventions to affect burnout amidst varying job duties.

Primary limitations to consider when interpreting these results include sample homogeneity, unequal subsample sizes, cross-sectional data limitations, and the need for implementation of interventions to test the experimental effects of reducing identified organizational stressors.

This study may provide command staff and consulting parties with targets to improve departmental conditions and officer burnout.

This represents the first study to evaluate organizational stressors by their strength of association with burnout across a stratified police sample.

Summarizes the results of a comprehensive investigation into levels of psychological distress, and factors associated with those levels, among a large and representative sample of Western Australian teachers. Psychological distress was measured by the General Health Questionnaire, and the nine independent variables included five stressors (inadequate access to facilities; frequency of student misbehaviour; the extent to which societal expectations of teachers are seen to be excessive; the intrusion of school work into out‐of‐hours time and total workload); and four destressors (teachers′ perceptions of the extent of their influence and autonomy in the school environment; of their personal competency and achievement, of the amount of support they receive from colleagues and principal; and of the acknowledgement and praise they receive). The data show that levels of distress are high, and that the five stressors correlate positively and the four destressors correlate negatively with distress. The data also confirm the theoretical model used in the research, which predicts that the destressors effectively ameliorate the distress associated with the stressors. While the general pattern of the results is the same for male and female teachers, some important sex differences are identified. Discusses the implications of these findings for school administration.

This research aimed to fill several gaps in the tipping literature which has overlooked the server's perspective in identifying and understanding variables that influence a tip amount and therefore where they concentrate their efforts during the service encounter. Furthermore, the extant literature has theorized how or why certain variables influence the tip amount, but these studies fail to capture insight from server's which would supplement the theory and provide a more in-depth understanding of the mechanisms at play.

This study adopts a grounded theory approach using semi-structured one-on-one interviews with tipped restaurant employees who were identified and selected using snowball sampling. Content analysis is employed to code and categorize the data.

The content analysis revealed five categories where servers focus their time and effort to earn tips: service quality, connection, personal factors, expertise and food quality. The server's personality was identified as a variable the tipping literature has largely ignored as a determinant of the tip amount. Server's shift their style of service for groups of eight or more people, and for regular customers, who must dine in the restaurant at least once per week. Lastly, despite the many drawbacks associated with working for tips, servers would not want to replace it with any other method of compensation.

This is the first qualitative study focused on understanding the server's role in the service exchange relationship since McCarty et al. (1990) study. The results provide new insights on the often-studied variables from the tipping literature.

Alcohol and cannabis are the two most commonly used substances by young people in many developed nations. The purpose of this paper is to explore the longitudinal relationships between risky substance use (binge drinking and cannabis use) and psychological distress, emotional and behavioural difficulties, and truancy among Australian adolescents.

A total of 527 students (Mage=13.4 years, SD=0.43; 67 per cent female) from seven Australian schools completed an online self-report survey on four occasions over two years (baseline, 6, 12 and 24 months). The survey assessed binge drinking (5+ standard drinks on one occasion), cannabis use in the past six months, psychological distress, emotional and behavioural difficulties (Strength and Difficulties Questionnaire), and truancy. Generalised estimating equations (GEEs) were conducted to examine the longitudinal relationship between the substance use outcomes and each predictor variable.

At baseline, 3 per cent of students reported binge drinking and 6 per cent had used cannabis in the past six months. Rates of binge drinking significantly increased over time (21.1 per cent at 24 months) however, rates of cannabis use remained relatively stable (8.8 per cent at 24 months). Multivariate GEE analyses indicated that higher levels of hyperactivity/inattention, more days of truancy and being female were independently and consistently associated with binge drinking over time. Conduct problems was the only factor to be independently associated with cannabis use over time.

These findings provide valuable information about psychosocial risk factors for harmful alcohol and cannabis use. A better understanding of these associations is critical for informing substance use prevention efforts in the future.