Jamie Gloor
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Prof. PhD
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Gloor
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Jamie
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jamie.gloor@unisg.ch
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MANY ROADS TO SUCCESS: BROADENING OUR VIEWS OF ACADEMIC CAREER PATHS AND ADVICE

2024 , Beth Livingston , Jamie Gloor , A. K. Ward , Allison S. Gabriel , Joanna T. Campbell , Emily Block , Kimberly French , Rachel Frieder , Annika Hillebrandt , Jia (Jasmine) Hu , Kristen P. Jones , Nina M. Junker , Ashley Mandeville , Sarah Otner , Amanda S. Patel , Samantha Paustian-underdahl , Manuela Priesemuth , Kristen M. Shockley , Mindy Shoss

Advice is often given to junior scholars in the field of organization science to ostensibly facilitate their career success. In this commentary, we discuss insights from 19 elite scholars (i.e., Fellows and top journal editors) about the advice they received—and often, did not follow—throughout their careers. We highlight some of the pitfalls from the current, all-too-common and often singular advice given to junior scholars while also adding necessary nuance to the requirements to achieve success in our field. We conclude with advice on how to give better advice, thereby more equitably encouraging a new generation of increasingly diverse researchers and future professors.

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How identity impacts bystander responses to workplace mistreatment

2023 , Jamie Gloor , Tyler Okimoto , Xinxin Li , Brooke Gazdag , Michelle Ryan

Integrating a social identity approach with Cortina’s (2008) theorizing about selective incivility as modern discrimination, we examine how identification—with an organization, with one’s gender, and as a feminist—shapes bystanders’ interpretations and responses to witnessed incivility (i.e., interpersonal acts of disrespect) and selective incivility (i.e., incivility motivated by targets’ social group membership) towards women at work. We propose that bystanders with stronger organizational identification are less likely to perceive incivility towards female colleagues as discrimination and intervene, but female bystanders with stronger gender identification are more likely to do so. Results from two-wave field data in a cross-lagged panel design (Study 1, N = 336) showed that organizational identification negatively predicted observed selective incivility one year later but revealed no evidence of an effect of female bystanders’ gender identification. We replicated and extended these results with a vignette experiment (Study 2, N = 410) and an experimental recall study (Study 3, N = 504). Findings revealed a “dark side” of organizational identification: strongly identified bystanders were less likely to perceive incivility as discrimination, but there were again no effects of women’s gender identification. Study 3 also showed that bystander feminist identification increased intervention via perceived discrimination. These results raise doubts that female bystanders are more sensitive to recognizing other women’s mistreatment as discrimination, but more strongly identified feminists (male or female) were more likely to intervene. Although strongly organizationally identified bystanders were more likely to overlook women’s mistreatment, they were also more likely to intervene once discrimination was apparent.

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More motivated to help male leaders? Explaining fatherhood bonuses via follower helping

2024-08 , Jamie Gloor , Susanne Braun , Huong Pham , Jenny Hoobler , Claudia Peus

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Advancing Gender Equity and Diversity in the Workplace: The Role of Allyship and Leadership

2023 , Lyubykh, Zhanna , Eugenia Bajet Mestre , Gloor, Jamie , Mercer, Danielle , Megan Marie Walsh , Agnihotri, Nikita , Jasmien Khattab , Yang Yongkang , Li Jia , Anne Nederveen Pieterse , Natalya Alonso , Nick Turner , Cara-lynn Scheuer , Megan Marie Walsh , Catherine Loughlin , Shasanka Chalise

Addressing inequity is a pressing societal concern. For example, numerous studies have provided consistent evidence for gender inequities as well as barriers and adverse workplace experiences women face. In this symposium, we aim to shed light on factors that can help accelerate social progress in the domain of gender and leadership. The papers in this symposium showcase how leaders can effectively facilitate women’s leadership advancement (Bajet Mestre & Gloor; Lyubykh, Alonso, & Turner) and help manage team diversity (Yang, Li, van Knippenberg, & Pieterse), offer a psychometrically robust scale to measure leader allyship (Mercer et al.), and explore how female leaders navigate tensions between gender expectations and leadership expectations (Khattab & Hentschel). We will conclude with a discussion (Hideg) to suggest directions for future research a well as takeaways for leaders, organizations, and policymakers.

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Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science

2024 , Brooke Gazdag , Jamie Gloor , Cecile Emery , Sebastian Andreas Tideman , Eugenia Bajet Mestre

Traditionally, leadership scholars often study snapshots of leaders in organizations. However, academic publishing offers a unique, more controlled context to study leadership with implications for leadership scholars and scholarship. Hence, we present a descriptive overview of women’s representation across 33 years in 11 top management journals across levels of leaders in academic publishing (i.e., editors, associate editors, and editorial board members) and authors. To do so, we curated an archival dataset tracking women’s representation over time and across these four levels (i.e., 21,510 authors and 4,173 leaders) with 51,360 data entries for the authors and 320,545 for the leaders. Overall, women’s representation increased over time, which was explained by simple time trend effects. Only 32 of 135 editors were women (i.e., 23.7 %), and the share of women associate editors showed particularly drastic fluctuations. We did not observe a “leaky pipeline” except from the associate editor to editor step, as well as notable fluctuations—particularly after new editor appointments—and between journals. We discuss the influential roles editors and publishers have on women’s representation in academic publishing and science more broadly as well as implications for future research and policy.

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A playful path to more professional equity? Networking across diversity via sport

2024-08 , Jamie Gloor , Eugenia Bajet Mestre , Huong Pham , Mihwa Seong , Isabelle Engeler , Raina Brands

Leaders develop via all domains of their lives. Yet, leaders’ sports involvement has been largely overlooked despite its theoretical and practical relevance, particularly for social development. Moreover, the limited research on the downstream social consequences of leaders’ sports involvement reveals different effects for men and women leaders—even opposing effects for the latter. Thus, we integrate social cognitive theory from developmental psychology to make sense of these contradictory findings. We theorize that sports contexts facilitate women’s networking with higher-status (male) leaders through its playfulness (i.e., leisurely, spontaneous, and socially interactive). An archival study of 644 leaders’ Twitter/X posts shows that sports generate more engagement—especially men interacting with women leaders’ sports posts (Study 1). A qualitative study with 58 leaders suggests sports’ playfulness facilitates these interactions as well as networking, results that we also quantitatively validated using ChatGPT (Study 2). Two recall experiments (Ntotal = 1,076) showed women leaders’ networking in sports (vs. traditional) contexts was more playful, and more playful sports contexts facilitated women (vs. men) leaders’ networking across gender and status differences (Pilot Study, Study 3). Our results show that more playful sports contexts facilitate women leaders’ successful networking across gender and status diversity—an innovation helping to level the playing field of gendered social capital development and future leadership inequalities in organizations. These results advance our understanding of conventional ways of networking as not always strategic and planned while also adding to diversity research by showing that sports—often framed as exclusionary—can also be inclusive.

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Diversity in Elite Leadership: Global Effects, New Outcome Variables, and Deep Dives Into Processes

2023 , Alison M. Konrad , Yang Yang , Diana Bilimoria , Cynthia E. Clark , Ryan Miller , Martha L. Maznevski , Mihwa Seong , Jamie Gloor , Amanda Shantz , Philipp Sieger , Karlygash Assylkhan , Colin Birkhead

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Research: When Employees Identify with Their Company, They’re Less Likely to Recognize Gender Discrimination

2024-05-03 , Jamie Gloor , Tyler Okimoto , Xinxin Li , Brooke Gazdag , Michelle Ryan

Identifying as an organizational member — or feeling a strong sense of attachment to the organization — is generally a positive thing for employees and employers. But our research on workplace incivility and mistreatment shows that it can also shape when — and if — employees recognize and respond to subtle forms of discrimination against women at work. Evidence shows that leaders, as well as employees, play a key role in identifying and remedying gender discrimination in all its forms. If the goal is to proactively address gender discrimination in the workplace and encourage leaders and workers to remove their rose-colored glasses, this article offers a few suggestions.

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How to foster more sustinable inclusion (when leaders aren't inclusive)

2024-05-03 , Jamie Gloor , Huong Pham , Sanne Feenstra , David Cheng , Niels Van Quaquebeke

Research and practice have focused on if and how leaders can be more inclusive towards their followers and teams. However, in practice, we know that--despite trainings, executive education, etc.--some leaders still cannot (or will not) include. Here, we review the individual and contextual level reasons for this while also highlighting a potential path forward. By theoretically exploring the dynamic, helical process through which followers can also upwardly influence their leaders and their leaders' inclusion, we formulate a way through which followers can inspire more sustainable inclusion over time.

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Friend vs. fiend? A review of follower humor

2023 , Jamie Gloor , Mihwa Seong , Petra Schmid , Niels Van Quaquebeke , Christian Alexander Hildebrand

Humor is prolific across our professional lives. Most humor research in organizations has focused on leaders’ humor, showing that more humorous leaders are better leaders. But a key feature of professional contexts—hierarchy—deeply shapes the nature and effects of humor, particularly for understudied groups: followers and those who are relatively lower in the hierarchy. In this interdisciplinary review of upward humor, we consolidate key themes across theories and literatures to propose an overarching model of behavioral humor while also parsimoniously organizing key outcomes along agency and communality. So, as alluded in our title, upwardly humorous employees can be viewed as friend—or fiend—generating more variable reactions than leaders due to their relatively lower position in the hierarchy.

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