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The assumption to date is that social media usage at work is an unfortunate distraction. Drawing from affective events theory (AET), we suggest that social media usage can be both detrimental and beneficial as it relates to creativity through affective-laden processes. Specifically, we hypothesize a dual-process model whereby daily social media usage at work is negatively related to daily creativity through task distraction and positively related to daily creativity through emodiversity (i.e., the richness and evenness of experienced emotions). Additionally, we evaluate extraversion as a boundary condition of this model. We expected that employees higher in extraversion would more efficiently process social media-induced stimulations, attenuating the detrimental pathway via task distraction and enhancing the beneficial pathway via emodiversity. We investigated these hypotheses using an experience sampling methodology (four times a day across 10 business days) and surveyed 145 full-time employees. All of our hypotheses were supported. The implications of this work contribute to several areas of research, including social media usage at work, emotions at work, and creativity. [ABSTRACT FROM AUTHOR]

Contemporary organizations have been calling for inclusive leadership to promote workplace inclusion. However, the existing literature on inclusive leadership has not yet adequately addressed questions such as what inclusive leadership encompasses, how it influences marginalized groups, and the mechanisms through which it impacts individual and organizational outcomes. This symposium brings together four papers that collectively add novel insights into these questions, from a multilevel and multi-identity-group perspective. The four papers offer four different approaches of capturing inclusive leadership, at the individual, group, and organizational levels. They also delve into the impact of inclusive leadership on group members and particularly on marginalized groups such as women and people with disabilities. They further ask questions related to conduits of inclusive leadership at individual and organizational levels, examining new mechanisms such as disability identity threat and organizational climate of gender stereotypes. This symposium challenges the participants to re-think how inclusive leadership can be understood in novel ways, how diversity can be better integrated into this research, and how inclusive leadership impacts individuals' perceptions, decisions, effectiveness, and organizational climate and knowledge use. Insights into these questions can broaden perspectives for future research and provide practical guidance on how to develop inclusive managers and organizations. Impact of Leader Inclusion Behavior on Employee Psychological Safety, Performance and Burnout Author: Lynn Shore; Colorado State U. Author: Beth G. Chung; San Diego State U. Author: Justin Wiegand; San Diego State U., Fowler College of Business A New Approach to Measuring Inclusive Leadership Author: Wei Zheng; Stevens Institute of Technology Author: Haoying Xu; Stevens Institute of Technology Author: Martin Osei; Stevens Institute of Technology Author: Peter G Dominick; Stevens Institute of Technology Inclusive Leadership and Disability Disclosure Author: Zoe Troxell Whitman; Columbia U. Teacher's College Author: Elissa Perry; Teachers College, Columbia U. Managing Gender Issues to Mitigate Shared Climates of Gender Stereotypes Author: Yixuan Li; U. of Florida Author: Pang Xingyu; School of Economics & Management, Tongji U. Author: Haiyang Liu; Nanyang Business School, Nanyang Technological U., Singapore Author: Zhefan Huang; U. of Florida Author: Klodiana Lanaj; U. of Florida Author: Yueting Ji; Central U. of Finance and Economics Author: Shengming Liu; Fudan U. [ABSTRACT FROM AUTHOR]