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The purpose of this study was to test a mediated-moderated model with revenge cognitions as a coping mechanism through which experienced incivility leads to perpetrated incivility. The authors further explore the role of organizational climate for incivility.

Two studies were tested utilizing ordinary least squares (OLS) regression and Hayes (2017) process for mediation and moderation. Study 1 was completed by 321 employees, and study 2 was completed by 197 employees each from across many occupations.

Study 1 results indicate support for a positive relationship between experienced incivility and perpetrated incivility. Study 2 results indicate support for a mediated-moderated relationship where experienced incivility was indirectly associated with incivility perpetration through revenge, and the perception of an incivility climate moderated this relationship.

This is the first study to examine revenge as an explanatory mechanism for responding to incivility. It addresses concerns about revenge cognitions to experiencing incivility and the role climate perceptions play in shaping whether an individual will reciprocate with an uncivil act. The authors’ results accentuate the need for organizations to decrease or eradicate incivility so that their employees can evade the associated adverse outcomes.

The creativity literature has largely overlooked an important construct associated with progressing beyond individual creative performance (i.e. the generation of an idea) to innovation (i.e. the implementation of an idea). That missing construct is leadership sagacity. Thus, the purpose of this paper is to discuss the role that sagacity plays between individual creative and innovative work. The authors also aim to discuss the importance of obtaining empirical organizational evidence that creative performance mediates the relationship between leadership supportive behavior and innovation as leadership sagacity plays an integral role among these vital relationships.

The authors provide theoretical reasoning for why sagacity is an important construct with regard to the relationships among leadership supportive behavior, individual creativity and innovation.

It is concluded that leadership sagacity is key to the production of innovative work.

It is vital for a leader who has approval authority for the allocation of resources and support to have a high level of sagacity, so that they have the level of discernment necessary to decide which creative ideas should be championed toward innovation.

Leadership sagacity is defined as the possession by an individual in an authority position of keen mental discernment, good judgment and wisdom necessary to recognize valuable work. This construct adds value to the creativity and innovation literature, yet it has been largely overlooked.

Individuals who are high in social dominance orientation (SDO) tend to endorse the belief that members of traditionally considered high-status groups should dominate members of traditionally considered low-status groups within society. The purpose of this paper is to investigate how SDO influences the selection of an individual who is a member of a traditionally considered low-status group for a leadership position as opposed to a non-leadership position.

The methodology included undergraduate business students who were investigated in a laboratory setting.

Results indicate that individuals who are high in SDO are more likely to discriminate against the most qualified candidate who is a traditionally considered low-status group member when compared to those low in SDO, and job position moderated this outcome. This effect was stronger when selecting the traditionally considered low-status group member candidate for a leadership role as opposed to a non-leadership position.

To the knowledge of the authors, this is the first investigation to examine both leadership and selection using social dominance theory as a theoretical framework. Further, this is the first empirical analysis to determine that the influence of SDO is stronger when an individual high in SDO is selecting a traditionally considered low-status group member for a leadership position as opposed to a non-leadership position.

The purpose of this paper is to determine how social dominance orientation (SDO) might influence perceptions of bias when the race of the offender and the target of the biased comment is either white or black.

This investigation was conducted in a laboratory with undergraduate students.

In a study utilizing American student participants, the authors found that when an individual is high in SDO they are more likely to perceive racism/stereotyping when a low-status group member (i.e. African-American) makes a racially biased comment about high-status group members (i.e. Caucasian).

The authors determined the influence of SDO on the perception of racial comments regarding African-Americans and Caucasians. These findings are also unique in that the authors manipulate the authority (i.e. status) of the offender and target.

The purpose of this paper is to determine how men's perceptions of power distance (PD) and levels of social dominance orientation (SDO) interact to influence perceptions of women as managers in egalitarian and non‐egalitarian countries.

A team of multinational researchers distributed questionnaires composed of previously validated scales measuring SDO, PD and Attitude toward Women as Managers to US and Kuwaiti men in college. The study hypotheses were tested using hierarchical regression.

It was discovered that high levels of SDO in college men was negatively related to a favorable attitude toward women as managers in both the US and Kuwait. It was also found that perceptions of PD moderated the relationship between SDO and attitudes toward women as managers in Kuwait, but not in the USA. In addition, the interaction between PD and SDO was weaker in cultures that are more egalitarian as compared to those considered to be non‐egalitarian. The findings also suggested within‐group variance in terms of PD (i.e. Kuwait).

To the authors' knowledge, they are the first to empirically support the idea that PD interacts with SDO in influencing attitudes toward women managers in a comparison of countries with different levels of gender egalitarianism.