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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.

This paper investigated the interactions between gender stereotypes for jobs, applicant gender, and the communication styles used by male and female applicants during an interview. This study was conducted as a laboratory experiment, utilizing a 2x2x2 mixed design. Subjects read one job description and heard three audiotapes of all male or all female job applicants exhibiting a dominant, submissive, or neutral communication style. The subjects then rated the applicant on five dimensions. These dimensions are likeability, competence, sociability, overall impression, and hireability. Results showed significant interactions of applicant gender and communication style on four of the five dimensions rated in this study. An inspection of the dimension means revealed different effects for gender‐appropriate and gender‐inappropriate behavior for males and females. Males were penalized on ratings of overall impression and hireability for communicating in stereotypically gender‐inappropriate manners. Females were penalized on ratings of sociability and likeability for communicating in a stereotypically gender‐inappropriate fashion. The implications of these findings for using interviews are then discussed in terms of aversive genderism.

Theory suggests gender bias in leadership occurs through a cognitive mismatch between thoughts of women and leaders. As leadership incorporates more feminine qualities, gender bias disadvantaging women should be reduced. The purpose of this paper is to present an empirical investigation of that argument by examining gender bias in servant leadership. Predictions made by role congruity theory were investigated with principles from leader categorization theory.

In a survey design, 201 working college students from the Midwest USA were presented with either a female or male leader, each with identical servant leader attributes. Participants reported their expectations for the leader’s future behavior.

Expectations for servant leader behavior were greater for the woman than man leader, and expectations for authoritarian behavior were greater for the man than woman leader. Expectations for servant leader behavior were greater from the woman than man participants, and expectations for authoritarian behavior were greater from the man than woman participants, a difference that was enhanced by men’s hostile sexism.

Although limited by the sample of working students, important implications are the importance of using theoretical integration to examine contemporary forms of leadership for changing gender bias, considerations of self-concept in bias and examining perceiver characteristics when investigating gender bias.

Awareness of the reduction of gender bias in communal leadership may allow an increase of leadership opportunities for women and leadership attempts by women.

This is the first empirical examination of gender bias in communal leadership through theoretical integration.

The purpose of this paper is to apply a biopsychosocial model to develop an integrated typology of heavy work investment (HWI) behaviors.

The paper follows an inductive approach to theory building in which we review relevant constructs, categorize those constructs, and outline the relationships among them.

The paper provides a theoretically grounded typology of HWI that distinguishes three general types of HWI (workaholic HWI, situational HWI, and pseudo HWI) and nine corresponding HWI manifestations. It is suggested that various forms of HWI differ in nature according to the joint interplay of varying strengths of biological, psychological, and social influences. The paper also demonstrates how the typology can be applied to predict unique individual and organizational outcomes associated with each HWI sub-type.

The paper offers a unified strong foundation for developing HWI measures. It offers a direction for future research that will examine antecedents and outcomes of the nine sub-types. It provokes the examination of the “stability” of each HWI manifestation over time by including a temporal component into the biopsychosocial framework.

This research will help practitioners differentiate among HWI manifestations to effectively sustain positive outcomes and proactively evade negative outcomes associated with HWI.

To date, various manifestations of HWI and workaholism have been discussed in the literature with little unification across studies. In this paper, the authors respond to the call for a theoretically grounded approach that will provide unifying explanations to why and how HWI manifests.

A survey of 170 part‐time librarians reveals a variety of employment issues: rates of pay, benefits, professional development, commitment to parent institutions, education, geographical factors, motivation, career plans, and peer and administration perceptions.

Discusses the findings of research into the development of marketing decision support systems. States that MDSS represents a break with traditional, more rigid management information systems development, offering a developmental approach. Offers a framework for MDSS development together with possible applications for such support systems, based on case study analysis.