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In the ever-evolving business landscape, an organization's ability to effectively manage its human resources plays an essential role in creating sustained advantage at the individual and workgroup levels. Integrating traditional and innovative approaches, the presentations in this symposium delve into the modern employee experience, examining the nuanced links between daily experiences, organizational politics, employee demands, and such outcomes as employee well-being, attitudes, behaviors, cognition, and identity. The presentations contribute to the development of new and recently introduced constructs using recent advancements in momentary and longitudinal research designs. In doing so, the authors contribute to the burgeoning and existing literature on the influence of bottom-line mentality on individual outcomes, how leader-wielded social comparisons result in performance pressure, and how contextual leadership and environmental factors influence such outcomes as leader identity and turnover. Coping with the Threat of Family Financial Pressure: A Threat Rigidity Perspective Author: Nazifa Zaman; Rutgers U., School of Management and Labor Relations Author: Rebecca Lee Greenbaum; Rutgers U., New Brunswick Author: Jerry Liu; Rutgers U., School of Management and Labor Relations Author: Mary Elizabeth Mawritz; Drexel U. Fairness Heuristic Theory and the Effects of Organizational Politics on Employee Outcomes Author: So Young Choi; PhD Candidate, Drexel U. Author: Mary Elizabeth Mawritz; Drexel U. Are You Pressed?: How Leadership and Social Comparison Pressure Affects Job Insecurity Author: Lars Uriah Johnson; U. of Texas At Arlington Author: Dustin Maneethai; U. of Houston Author: Aylime Bueno; The U. of Texas at Arlington Author: Tyleen Lopez; Wayne State U. Author: Adrian Tillman; Mississipppi State U. Author: Rohan Crawley; Purdue U. I'm (not always) a Leader: Daily Leader Identity Fluctuations as Explained by Leadership Enactment Author: Christina Noelle Lacerenza; U. of Colorado, Boulder Author: Catherine Owsik; U. of Michigan, Ross School of Business Author: Morela Hernandez; U. of Michigan, Ann Arbor [ABSTRACT FROM AUTHOR]

Research on diversity, equity, and inclusion has expanded rapidly over the past decade or so. This symposium makes note of that expansion by considering existing definitions (and related epistemologies) of diversity and presenting novel research in some key areas of the diversity literature. We do so by presenting a literary review of diversity definitions and new research on effects of diversity, equity, and inclusion definitions and processes on leadership, diversity climate and constituent attachment, and stereotype threat in pre- and post-selection situations. The Meaning of Diversity: A Review of Diversity Conceptualizations by Level of Analysis Author: Sabrina DeeAnn Volpone; U. of Colorado, Boulder Author: Tiffany Trzebiatowski; Colorado State U. Black, White, And Shades of Gray: How Leader Race Influences Firm Valuation Author: Derek R. Avery; U. of Houston Author: Enrica Nicole Ruggs; U. of Houston Author: Larissa R. Garcia; U. of Houston Author: Horatio Traylor; U. of Houston Author: Kristi Hatter; U. of Houston Author: Tiffany Lilly Owens; - The Asymmetric Stereotype Threat Cognitions Model Author: Lars Uriah Johnson; U. of Texas At Arlington Author: Aylime Bueno; - Author: Dustin Maneethai; U. of Houston Author: GABRIELA GUZMAN; U. of Texas At Arlington Together, We Stay: Constituent Attachment as a Predictor of Turnover Author: Phillip M. Jolly; Pennsylvania State U. Author: Lars Uriah Johnson; U. of Texas At Arlington Author: Michael J. Tews; Pennsylvania State U. [ABSTRACT FROM AUTHOR]

Transformational leadership (TL) is one of the most studied leadership constructs found in the literature and has been related to positive follower outcomes (i.e., performance, job satisfaction, and organizational commitment). However, as the nature of work and employees continually change in the modern era, scholars have questioned the extent to which the relevance and importance of TL has strengthened or weakened over time. Using a sample of U.S. based studies consisting of 105 studies, 173 effect sizes, and a total sample size of 44,566 between the years of 1987 and 2018, we examined changes in the use of TL and the strength of the relationship between TL and the organizationally relevant outcomes of follower in-role performance, extra-role performance, job satisfaction, organizational commitment, satisfaction with leader, and leader effectiveness. Our results show that over the past thirty years, supervisor usage of TL behaviors, as indicated by mean level changes, has increased over time. Furthermore, the relationships between TL and follower job satisfaction, organizational commitment, satisfaction with leader, and leader effectiveness have remained stable over the past thirty years. In contrast, preliminary evidence suggests that the relationship between TL and supervisor rated follower in-role and extra-role performance has increased over time. [ABSTRACT FROM AUTHOR]