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Little research directly examines leader self-development among marginalized workers. The authors offer a framework to explain the role of internalized prejudice in limiting leader self-development, and the authors use that framework to suggest organizational interventions aimed at enhancing leader self-development among marginalized workers.

The framework is grounded in the incompleteness thesis with its attention to the mutual shaping of culture and mind, and the interventions are drawn from principles of social movements with their focus on changing culture and the minds of individuals. The framework and interventions address the role of status in internalized prejudice.

Status-related experiences in culture shape status-related thoughts in the mind, resulting in internalized prejudice. Internalized prejudice reduces the status-related behavior of leader self-development, which serves to shape status in the culture. This repeats in an ongoing, recursive process that can be disrupted through organizational interventions. The social movement principles of common purpose and networking can provide new status-related experiences to reduce internalized prejudice, and habit-breaking can stop automatic self-limiting behaviors that can arise from internalized prejudice.

By focusing on status, the authors provide a framework that allows integration of literature across marginalized groups, providing a guide for understanding both commonality and uniqueness of experience. The authors bring principles of social movement to the discussion of leader self-development among marginalized workers as a guide for developing organizational interventions.

Drawing upon the consistency literature, the theory of visual rhetoric and social judgment of warmth and competence, this study examines the determinants and impacts of perceived interface design consistency in the context of charity websites.

To identify design factors of perceived interface design consistency, this study separates charity website interface design into two aspects: main appeal design (i.e. appeal quality) and peripheral design (i.e. image type). The authors designed a two (appeal quality: low vs high) × three (image type: control vs adults vs children) controlled lab experiment to investigate the effects of various interface choices. A total of 217 subjects participated in the experiment. The authors used structural equation model (SEM) analysis and analysis of covariance (ANCOVA) to test the research hypotheses.

This study found that appeal quality and human images increase perceived interface design consistency. The authors also found that the relationship between appeal quality and perceived interface design consistency is moderated by image type. Finally, the authors showed that perceived interface design consistency increases perceived warmth and competence of charity websites, which in turn affect intention to use the website for donations.

The authors’ findings provide novel insights for theory on consistency and interface design and practical implications for charity website designers by identifying determinants and consequences of perceived interface design consistency.

Important Americans with Disabilities Act (ADA)‐related issues that derive from the case law are described and analyzed with the aim of providing guidance both for those responsible for establishing organizational policies, procedures, and practices.

A total of 50 influential court cases spanning the past ten years are reviewed and synthesized to better understand the current and future impact of the ADA.

Better understanding of ADA can help employers both avoid costly litigation and take advantage of a segment of the US labor market that has not yet been fully utilized.

This paper helps practitioner and researchers better understand the organizational implications of the ADA. Better understanding the current case law should lead to employer policies, procedures, and practices that facilitate the better utilization of the qualified disabled work force without compromising employer concerns related to productivity and other job‐related outcomes.

Judy was a high-performing professional manager who was with her company for 15 years and was a manager for six. She was a confident, positive, and happy person but recently lost her confidence in herself and her abilities. She dreaded going to work because she never knew what she would face from her boss, Dennis. Dennis was a brilliant man who was recently promoted to Senior V.P. He was condescending, and he humiliated people in public. Complaints to the CEO and a harassment claim produced no results. Dennis did the CEO's dirty work and served a role needed in a fast-paced and profit-driven corporate culture. Judy enrolled in an MBA program to build her resume and her self-confidence. She faced a critical juncture in her career. Should she quit, transfer, complain to HR, or confront Dennis?