Diverse Identities in Organizations

Comparing antecedents and consequences of leader – member exchange in a German working context to findings in the US

“…This may make a difference with respect to the individual relationships within the groups (see . Organizational culture may matter for the individual dyads, as embedded intergroup relations theory suggests (Alderfer & Smith, 1982; see also argumentation by Nkomo & Cox, 1996). We can assume that employees belonging to a minority do not feel equally integrated in groups and, as a consequence, experience less LMX.…”

Seeing herself as a leader: an examination of gender-leadership Frames in women’s leader identity development

“…The literature on identities at work acknowledges that people have multiple identities derived from different sources (Ashforth & Johnson, 2001;Nkomo & Cox, 1996) and organizational research recognizes that non-work identities (e.g., race, gender, parent) can shape individuals' experiences and influence their attitudes and behaviors at work (e.g., Ely, 1995;Foldy, 2012;Ladge et al, 2012;Roberts, 2005). Thus, discussing gender as a non-work identity aligns with recent organizational research which also considers how work-related and non-work identities may be intertwined in individual's experiences (e.g., Foldy, 2012;Ladge et al, 2012).…”

Power, Safety, and Learning in Racially Diverse Groups

“…Our work is rooted in a perspective that understands power as central to race relations in organizations, drawing on the work of Alderfer (Alderfer, Alderfer, Tucker, & Tucker, 1980;Alderfer & Smith, 1982); Nkomo (1992;Nkomo & Cox, 1996); Ragins (1997) and others. As Linnehan and Konrad state, "Some of the most difficult problems arising among diverse workforces occur because [identity] groups are unequal in power " (1999: 399).…”