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This paper examines employee silence, namely, the causes of silence and how it might be overcome.

Drawing from academic research and work with organizations, the author explains that workplace diversity is insufficient to guarantee the contributions of diverse voices. The author then provides an overview of why individuals choose to remain silent and explores aspects of organizational culture and climate that contribute to silencing behaviors. Finally, the author offers suggestions on how organizational leaders can overcome silence.

The findings suggest that employee voice can be activated through a psychologically safe working environment in which leaders adopt a learning mindset, practice humility, create opportunities for all team members to contribute, treat people with fairness and respect, and hold others accountable to do the same. The findings also indicate that leaders can support safe and inclusive working environments by challenging basic assumptions and accepting vulnerability.

This paper makes an important contribution to the field of organization development and change by providing suggestions for how organizations can address workplace concerns and enhance performance by removing the inhibitors of “employee voice”.

This paper examines how organizations can overcome cultural barriers and support leaders in creating more inclusive workplaces.

Drawing from personal experience as a senior leader within the Royal Canadian Mounted Police (RCMP), the author provides a brief overview of the organization’s approach to creating a more diverse and inclusive workplace, including her role in overseeing the change effort. The author then describes how certain aspects of the RCMP culture manifested in bias against others, and contributed to leaders’ efforts to cover up important parts of their identity to fit in. Finally, the author presents self-acceptance and personal vulnerability as building blocks for a more inclusive style of leadership.

The findings of this paper suggest that diversity and inclusion efforts that fail to address harmful aspects of organizational culture are unlikely to be successful. The findings also suggest that this barrier may be overcome through a greater understanding of the cultural norms that are most valued, of practicing inclusion at three different levels, starting with the individual, and of supporting leaders to begin the practice of inclusion, staring from the inside out.

This paper makes an important contribution to the field of organization development by providing a brief snapshot of one leader’s experience in attempting to create a more diverse and inclusive workplace, and makes recommendations for how the challenges presented might be overcome.

The purpose of this study was to investigate the contributors to individual resistance to diversity-related organizational change (DROC) and how it might be reduced.

From survey data collected through three separate samples of the US population, the study tested the antecedents and outcomes of resistance to DROC and the moderating effect of organizational justice on these relationships.

Findings reveal that attitudes about workplace diversity are influenced by individual factors (sex and race), which in turn are significantly related to individual resistance to DROC. Independently, organizational justice moderated the effects of employee attitudes and perceived threats on resistance to DROC, suggesting that resistance is increased when employees perceive they are treated justly.

This is the first known study to investigate resistance to DROC as well as its potential antecedents and outcomes. Findings suggest that organizational justice is an important consideration in implementing DROC.

The purpose of this study is to test whether organizational justice (i.e. fair treatment) can mitigate the harmful effects of a “masculinity contest culture (MCC)” (i.e. norms, rituals and belief systems valorizing social dominance, work above other parts of life, physical strength and the avoidance of weakness).

Through an analysis of secondary survey data collected from a Canadian police organization (N = 488), this study tested the moderating effects of organizational justice on the relationship between employee perceptions of their workplace as a masculinity contest, and a negative outcome variable, harassment.

The results of this study suggest that a MCC was significantly related to harassment, which in turn contributed to lower psychological wellbeing and increased turnover intentions. Independently, organizational justice moderated the effect of a MCC on harassment, suggesting that harassment is less prevalent in the workplace when there is a greater focus on treating all employees fairly.

Despite the increase in both scholarly and practitioner interest in the effects of organizational cultures in which employees seek to maintain their own status at all costs, there has been little research examining the interactions of these harmful workplace cultures and the factors that might counter them. To the best of the author's knowledge, this is one of the rare studies to investigate possible interventions for harmful workplace cultures.

The purpose of this paper is to examine the cultural aspect of policing, particularly as it relates to the role of gender, and proposes an alternative approach to addressing the culture of masculinity within policing.

First, the author provides a brief overview of the nature of policing. This is followed by a review of the relevant literature on policing and gender and the implications for men, women, and police organizations of adhering to a militarized or hegemonic form of masculinity. Finally, the author discusses Ely and Myerson’s proposed theory for “undoing gender” and its relevance for policing.

The findings of this paper suggest that the police culture continues to reinforce the masculine image of policing, thereby representing a significant barrier to the advancement of women. The findings also suggest that this barrier may be overcome through shared goals that advance collective well-being, definitions of competence linked to task requirements, and a learning orientation toward work.

This paper makes an important contribution to the existing literature on gender and policing, as it specifically focusses on the cultural influences of masculinity and considers the structural, behavioral, and cultural changes required to create margins of safety for police officers to experiment with new behaviors.