Introduction

Cheng, Cliff; Thatchenkery, Tojo

doi:10.1177/0021886397333001

Cited by 37 publications

(13 citation statements)

References 10 publications

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“…Yet research on this ethnic group in management in general has been scarce (Cheng & Thatchenkery, 1997;Yammarino & Jung, 1998). In particular, previous leadership research on Asian Americans has been very limited.…”

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confidence: 99%

“…The Asian American population in the U.S. has grown substantially, and Asian Americans have been considered one of the most successful ethnic minority groups, even referred to as the model minority. Yet research on this ethnic group in management in general has been scarce (Cheng & Thatchenkery, 1997;Yammarino & Jung, 1998). In particular, previous leadership research on Asian Americans has been very limited.…”

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confidence: 99%

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Perceptions of Transformational Leadership among Asian Americans and Caucasian Americans: A Level of Analysis Perspective

Jung

Yammarino

2001

Journal of Leadership Studies

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Executive Summary This study asserted a theoretical framework of transformational leadership and its effects on several process and outcome variables among Asian Americans and Caucasian Americans from a levels of analysis perspective. Nomological relationships among the constructs of interest also were tested. Results indicated that effects of transformational leadership were positive, but generally stronger among Asian Americans than among Caucasian Americans. Results from Within and Between Analysis indicated that variation in perceptions of transformational leadership and other measured variables in the two ethnic groups was mainly due to individual differences. Based on these results, we offer several theoretical and practical implications.

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confidence: 99%

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confidence: 99%

Perceptions of Transformational Leadership among Asian Americans and Caucasian Americans: A Level of Analysis Perspective

Jung

Yammarino

2001

Journal of Leadership Studies

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“…By investigating how leaders’ racially stigmatizing communication harms employees, our work contributes to the growing literature on racial harassment at work (e.g., Berdahl & Moore, 2006; Deitch et al, 2003; Raver & Nishii, 2010; Schneider et al, 2000). Additionally, by shedding light on the relatively understudied work experiences of Asian Americans (Cheng & Thatchenkery, 1997; Lai & Babcock, 2013), the current work expands the scope of racial harassment and discrimination research and increases its diversity. Further, the current work suggests the emergence of a contemporary form of the foreignness stereotype (Cheryan & Monin, 2005; Zou & Cheryan, 2017), which blames Asian Americans for “bringing in” a novel virus to the U.S. and spreading the disease.…”

Section: Discussionmentioning

confidence: 97%

“…Furthermore, our research contributes to the literature by shedding light on the relatively understudied experiences of Asian employees. Extant research on workplace racial harassment and discrimination has tended to focus primarily on Black and Latinx employees, largely neglecting the experiences of Asian employees (Cheng & Thatchenkery, 1997; Lai & Babcock, 2013). This is despite emerging research in social psychology showing that Asians indeed suffer from racial harassment and discrimination, though in a qualitatively different manner to other people of color.…”

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confidence: 99%

Words that hurt: Leaders’ anti-Asian communication and employee outcomes.

Jun

2021

Journal of Applied Psychology

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With the outbreak of COVID-19, there have been growing reports of racial harassment targeting Asian Americans. We study one such manifestation of racial harassment that Asian employees may face in the workplace: Leaders' use of stigmatizing labels for COVID-19 such as the "Chinese Virus" and "Kung Flu." Integrating organizational justice theories with research on racial harassment in the workplace, we theorize that leaders' use of stigmatizing COVID-19 labels reduces employees' perceptions of interpersonal justice, which subsequently impact employees' emotional exhaustion and work engagement. We further theorize that while such effects will be stronger among Asian employees who experience both moral anger and reduced public collective self-esteem, that the effects will also be present among non-Asian employees who experience moral anger. Using one survey (Study 1) and one experiment (Study 2), we find support for our predictions. We find that leaders' use of stigmatizing language to depict COVID-19 leads to deleterious workplace experiences for employees, and especially for Asian employees. The current research thus deepens our understanding of the relatively understudied work experiences of Asian Americans and brings to light the underlying psychological mechanisms linking racial harassment and employee work outcomes for both targeted employees and employees not targeted.

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“…Third, discrimination against Asian individuals remains understudied in the literature (Berdahl & Min, 2012; Cheng & Thatchenkery, 1997). Thus, we also contribute to research by spotlighting Asian workers' experiences of incivility during the pandemic, where heightened xenophobia against this group has been documented (e.g., Dhanani & Franz, 2020; Nguyen et al, 2022) and calls have been raised to understand its causes in order to develop interventions to protect this group (e.g., Sinclair et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Diversity climate affords unequal protection against incivility among Asian workers: The COVID‐19 pandemic as a racial mega‐threat

et al. 2023

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Despite longstanding recognition that organisations are open systems that are affected by the broader environments in which they are situated, scholars have rarely examined how such macrosocietal conditions may influence processes and experiences within the workplace. Integrating research on selective incivility and mega‐threats, we conceptualise the COVID‐19 pandemic as a racial mega‐threat and examine how this context may challenge organisations' efforts to promote diversity and inclusion. Specifically, we predict that the protective benefits of diversity climate against incivility, an insidious form of modern discrimination incited by the COVID‐19 pandemic, will be weaker for workers of Chinese descent compared to workers from other Asian subgroups, leading to more downstream negative outcomes for this group of workers (i.e., higher turnover intentions, poorer job performance and greater emotional exhaustion). This reflects the fact that workplaces are not impervious to the rising xenophobia toward China and Chinese people, who were particularly blamed and stigmatised for the emergence of this virus, as evident in North American society in early 2020. We found support for our predictions in a three‐wave, time‐separated study of Asian workers (N = 248) in the US and Canada during the first wave of the pandemic.

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Introduction

Cited by 37 publications

References 10 publications

Perceptions of Transformational Leadership among Asian Americans and Caucasian Americans: A Level of Analysis Perspective

Perceptions of Transformational Leadership among Asian Americans and Caucasian Americans: A Level of Analysis Perspective

Words that hurt: Leaders’ anti-Asian communication and employee outcomes.

Diversity climate affords unequal protection against incivility among Asian workers: The COVID‐19 pandemic as a racial mega‐threat

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