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This research aims to examine the influence of Chief Executive Officer (CEO) dark triad traits, follower COVID-19 anxiety and self-leadership on follower evaluations of the effectiveness of organizations’ response to the COVID-19 pandemic crisis.

In this paper data were collected over two time periods. At time 1, mid-October 2021, 650 participants responded to questions on their CEO’s leadership traits and self-leadership. At time 2, (3-week lag) 275 matched individual responses provided followers’ evaluations of the effectiveness of the organization’s COVID-19 response and follower self-leadership.

CEO dark triad traits had direct and indirect negative effects on followers’ evaluations of the organization’s COVID-19 response (through COVID-19 anxiety). Follower self-leadership mitigated the negative effects.

By examining the moderating role of self-leadership, we can offer organizations evidence-based strategies to mitigate some harmful effects of leaders exhibiting dark triad traits.

Given that organizations are still dealing with the ongoing ramifications of COVID-19 and planning for future crises, our findings emphasize the negative effects of dark traits on COVID-19 anxiety, and in turn, on follower’s evaluation of effective organization response to a crisis, highlighting the importance of top-level leader selection.

Our results bolster Manz’s (1986) argument that self-leadership might be key to achieving peak performance in organizations and important for follower well-being.

This study of dark traits is especially important in a crisis context to understand how leaders affect followers’ perceptions about organizational outcomes and factors that might mediate or moderate the negative impact. Despite interest in understanding leadership during a crisis, the majority of research is focused on positive traits of leaders (Palmer et al., 2020).

The purpose of this paper is to examine: the direct effect of perceived pay equity, the interaction of perceived pay equity and productivity, and the relative effects of perceived internal and external pay equity on organizational commitment (OC) among US scholars of color.

The study surveyed 160 professionals. Correlation and hierarchical regression were employed to test the hypotheses.

Perceived pay equity directly influenced OC and interacted with scholarly productivity to affect commitment. Highly productive participants who perceived pay equity reported the highest commitment. When pay was seen as inequitable, the most productive scholars reported the lowest commitment. Perceived internal pay equity had an effect, over and above perceived external pay equity on commitment.

The study was conducted in one industry in the USA, so the results should be generalized cautiously. While, the data were single-source and cross-sectional, the findings were consistent with previous research.

Findings may be useful for minority scholars’ supervisors since they have knowledge of the productivity and salaries in the department and can provide a detailed explanation for pay differences to enhance pay equity perceptions, particularly for the most productive scholars.

This study adds to the equity and relative deprivation theory research investigating the effect of perceived pay equity on employee outcomes by examining perceived internal and external pay equity perceptions and productivity on OC. Results suggest that highly productive minority professionals in higher education are particularly sensitive to pay equity.

The purpose of this paper is to investigate the effects of the socio-demographic diversity characteristic, racioethnicity, vs the deeper-level socially constructed attribute, awareness of racial privilege (which the authors termed “racial awareness”), on perceptions of organizational justice and on trust in management (TM) (trust) in a US context. The authors predicted that racial awareness would have a greater effect on perceptions of interactional and procedural justice and on trust than would participant racioethnicity. Second, the authors predicted that justice perceptions would influence trust. Finally the authors predicted that justice perceptions would mediate between racial awareness and TM.

The authors surveyed Black, Hispanic and Native American professionals in one industry in the USA. The authors employed regression and bootstrap analyses to test the hypotheses.

Racial awareness influenced justice ratings and TM. Justice perceptions influenced employee trust. Interactional and procedural justice had indirect effects on the relationship between racial awareness and trust, supporting the hypotheses.

Respondents were primarily African-American, so additional research to assess attitudes of other groups is needed. Respondents belonged to a minority networking group which provided the sample. It is possible that their membership sensitized the respondents to racial issues.

The finding suggest that managers can positively influence US minority employees’ trust regardless of the employees’ racial awareness by treating them with dignity and respect and by ensuring fairness in the application of organizational policies and procedures.

This study examined the impact of US minority employee racial awareness on justice perceptions and TM, important variables in the employer-employee relationship. Findings indicated that racial awareness was a better predictor of employee attitudes than was racioethnicity.

The purposes of this paper are three‐fold: first, to examine the effect of diversity climate on professional employee of color outcomes, organizational commitment and turnover intentions; second, to investigate the moderating and mediating roles of interactional and procedural justice on the relationships between diversity climate and the outcomes; and third, to explore the interactive effect of racial awareness and diversity climate on reported psychological contract violation.

The authors conducted a survey of 182 professionals of color. Correlation, factor analysis, and regression were employed to test the hypotheses.

Results indicate that diversity climate affects organizational commitment and turnover intentions. Interactional and procedural justice played mediating roles between diversity climate and employee outcomes. Moderated mediation analysis indicated that for turnover intentions, there was moderated mediation under both low and high procedural justice conditions. When a diversity climate was perceived to be fair, racially aware respondents reported lower levels of psychological contract violation.

Professionals of color from one US industry completed the survey, so conclusions about generalizability should be drawn with caution. Data were cross‐sectional and single‐source. However, the findings were consistent with past research, lending credibility to the results.

Recent research on workforce diversity has highlighted the importance of effectively managing all organizational members. The paper shows that the diversity climate and organizational justice impact employee of color outcomes. Thus, for managers, creating and maintaining a positive, fair diversity climate will be important for attracting and retaining high‐quality professionals of color in US organizations.

Joanne Abbey