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While diversity training has become a popular tool for organizations with goals of increasing performance through diversity and inclusion, these training programs are often criticized for not always working as anticipated. Scholars argue that research on unintended outcomes (non-significant or negative outcomes) is fragmented, and they do not adequately identify when and how diversity training works as intended. This article clarifies the confusion regarding the effectiveness of diversity training by utilizing a systematic literature review to identify the unintended outcomes of diversity training and explore the boundary conditions for these unintended outcomes. By doing so, the article advances our understanding of diversity training outcomes beyond the intended outcomes. This systematic review synthesizes 23 articles and reveals the unintended outcomes due to no change in participants' attitudes, knowledge and behaviors or negative effects on individuals or organizations. The review also uncovers two broad categories of the potential moderators that explain when diversity training produces these unintended outcomes: (a) training design and (b) the organizational context. We suggest that future research can examine the long-term outcomes of diversity training research. [ABSTRACT FROM AUTHOR]

Persons with disabilities encounter workplace barriers across the employment cycle (Bonaccio et al., 2020). While access to employment is often the focus of disability research, many barriers to disability inclusion persist after entering the workforce (e.g., Kulkarni & Gopakumar, 2014; Tompa et al., 2020). Considering approaches to mitigate these barriers, extant research highlights the relevance and significance of leadership in supporting disability inclusion in the workplace (Samosh, 2021; Stone & Colella, 1996). While the traditional view of leadership assumes that the relationship between leadership and disability at work is one way (i.e., leader influencing the outcomes of employees with disabilities), emerging studies demonstrate that leadership and disabilities have relationships in multiple directions. This symposium involves four paper presentations that showcase the top-down, bottom-up, and broader relationships leadership may have with disability at work. Focusing on the top-down influence, the first two papers examine the role of specific leadership styles (i.e., transformational and strengths-based leadership) on work ability and disability. Adopting a bottom-up lens, the third paper shares findings on how followers evaluate leaders with mental health-related disabilities. Lastly, presenting a broader perspective on leadership and disability, the fourth paper explores how entrepreneurs with and without disabilities demonstrate leadership in the adaptive apparel industry. Together, this symposium expands our knowledge and understanding of how leadership and disability are related. What role does leadership play in mitigating chronic pain disability? Author: Duygu Biricik Gulseren; York U., Canada Author: Firat Kutadgu Sayin; Saint Mary's U. Author: E Kevin Kelloway; St. Mary's U. Author: Nick Turner; U. of Calgary How strengths-based leadership facilitates working ability: Shedding light on the role of disability Author: Nicola Glumann; U. of St. Gallen Author: Aileen Schloemer-Jarvis; Leuphana U. Lüneburg Author: Magdalena Schertler; U. of St. Gallen Leader disclosures of concealable stigmatized identities Author: Amanda J. Hancock; U. of Regina Author: Kara Anne Arnold; Memorial U. of Newfoundland Leaders' Legitimacy Work in a Stigmatized Market: Insights from Adaptive Apparel Industry Author: Christine Anna Mihelcic; U. of Richmond [ABSTRACT FROM AUTHOR]