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Two studies were conducted examining the effects of power, distribution norms, and the scope of future interaction on small group negotiation. Subjects participated in a three‐person negotiation exercise in which they had to reach agreements between two or three players to receive resources. In study one the effects of power position (high, medium, low), dominant distribution norm (contribution, need), and the expectation of future interaction (expected, not expected) on the distribution of resources were examined. Power interacted with both dominant distribution norm and the expectation of future interaction. The ability of high power, less needy players to achieve resources was reduced under a dominant need‐based distribution norm, and when future interaction was expected. In addition, groups expecting future interaction were more likely to form exclusive coalitions than those not anticipating future interaction. In study two the effects of power position (high, medium, low), type of need (pure‐need need + future potential), and the scope of future interaction (full group, coalition‐only) on the distribution of resources were examined. Power interacted with both the type of need and the scope of future interaction. Low power, more needy players achieved greater resources when need was linked to future potential and when future interaction with the entire group was anticipated. In addition, groups anticipating future interaction with only those included in the final agreement were more likely to form exclusive coalitions than those anticipating future interaction with all group members.

Subjects participated in a three‐person negotiation exercise, in which they had to form two‐ or three‐way coalitions to receive resources. The effects of power position (high, medium, low), distribution norms (contribution, need), and task meeting structure (caucus, joint) on the distribution of resources were examined. Most coalition theories assume that the power position of the players calls into play different levels of entitlement which will determine the allocation of resources. There has, however, been little attempt to manipulate entitlement, in the form of distribution norms, separately from power structure. In the research reported here, three‐person groups contained a high, medium, and low power player. The dominant group distribution norm was manipulated as either contribution‐based or need‐based. Task meeting structure was manipulated by beginning each group meeting with either a three‐way meeting between all players (joint) or a series of one‐on‐one meetings (caucus). As predicted, groups that began by caucusing had a higher incidence of two‐way agreements than groups that began with joint meetings. The task meeting structure interacted with power position such that caucusing increased the high power player's outcome, while the joint meeting structure increased the low power player's outcome. In addition, the distribution norm interacted with power position such that the contribution‐based norm increased the outcomes of high power players, while the need‐based norm increased the outcomes of the low power players.

Perceptions of organizational fairness have been found to predict important organizational outcomes, including employee loyalty (Schaubroeck, May, & Brown, 1994), commitment (Folger & Konovsky, 1989), and extra role behavior (Moormam, 1991). Studies also show a significant relationship between injustice and negative organizational outcomes, such as retaliatory behaviors (Skarlicki & Folger, 1997), theft (Greenberg, 1990), and rule breaking (Tyler, 1990). Although research in organizational justice has made considerable advances in the past three decades, these studies have taken place predominately in North America. We know relatively less about how employees from other countries make fairness judgements and react to their perceptions. By assuming that our current understanding of work‐place fairness is universal, we overlook the deep cultural differences that can exist between people of different nations.

This paper aims to investigate nurses’ experiences of leadership within health care in the Republic of Ireland.

This mainly qualitative study made use of a mail survey sent to a random national selection of registered nurses. Participants were asked to provide narrative descriptors of good nursing leadership and identify obstacles to such leadership.

Participants mainly provided examples of nursing leadership within a hierarchical context (concentrated leadership), such as meeting organisational goals and decision-making. While elements of distributed leadership were mentioned (good communication, providing help and support), they were mainly described as part of formal management roles, rather than leadership. Observed obstacles to developing nursing leadership included high workload, lack of support from management and peers, limited opportunities to gain experience, lack of education/training and poor work environments.

The small sample (n = 72) limits generalisation. A wider interdisciplinary effort to address experiences with nursing leadership in Ireland may be needed to inform health services of the issues from a broader perspective.

The findings suggest that development of nursing leadership in Ireland may still be in its infancy, and that several obstacles need to be overcome.

Very few studies have addressed narratives from nurses regarding personal experiences with nursing leadership. The examples provided by participants have yielded significant insight into the issues they encounter, which are reflective of health care elsewhere.

The purpose of this article is to outline ways in which the large body of empirical work on creativity can meaningfully inform negotiation. In doing so, two general streams of creativity research and their implications for negotiation theory and empirical analysis are considered. Negotiation pundits advise that negotiators should engage in creative problem-solving to craft integrative agreements, and it is widely believed by both negotiation theorists and practitioners that “out-of-the-box” thinking and creative idea generation are necessary for win–win negotiation. Although practitioners have strongly encouraged parties to engage in creative problem-solving, there are remarkably few empirical investigations of creative thinking, brainstorming and other idea-generation methods in negotiation.

First, creativity as a trait is considered and the relationship between individual differences in creativity and negotiation performance is examined. Then, creative thinking as a causal factor is examined and how it may influence the negotiation process and outcomes is suggested. Finally, three considerations for further integrating creativity and negotiation research are suggested: communication media, idea-generation strategies and morality and social motivation.

A literature review revealed four studies that have empirically tested the influence of trait creativity on negotiation performance. Even less research has manipulated creative thinking or training to analyze creativity as a causal factor of negotiation outcomes.

This research will benefit both creativity and negotiation scholars by suggesting the limited amount of work at their intersection yet the opportunities that exist for further research.

The purpose of this research was to examine the role of intersectionality (multiple marginalized identities) in narratives used within online media coverage of women's sports. The authors adopted an intersectionality lens and drew from sports media literature to explore the representation of Black athletes in women's sport.

The authors conducted a quantitative content analysis of online articles from ESPN, CBS Sports and Sports Illustrated from the 2020 WNBA Season. The authors coded the number of times an athlete was mentioned in an article, the athlete's race, publicly disclosed sexual orientation and gender expression. The authors used hierarchical regression to examine the relationship between an athlete's social identities and frequency of media mentions.

Within mainstream online sport media, Black WNBA athletes receive less media attention than white WNBA athletes. Black athletes who do not present in traditionally feminine ways receive the least amount of media attention, while white athletes have the freedom to express their gender in a variety of ways and still capture media interest. Within league press releases, however, there is no difference in media mentions based on race, sexual orientation or gender expression.

The findings in this research are important for sport media professionals who write stories and player-activists who are pursuing racial justice. Outlets should commit to antiracist storytelling practices. Players, player agents and players' associations—all of whom have shown their power to create change for a more equitable industry and society—should also advocate for and organize around practices that create more equitable media coverage.

This study is one of the few empirical investigations of women's professional sport that examines the influence of intersecting social identities.

This study considered the use of video conferencing virtual backgrounds with employees located in a large multinational corporate organisation in Ireland and the USA to discern if background images evoking gendered stereotypes of leadership can cue stereotype threat in female technology workers undertaking a leadership activity, thus negatively effecting performance. This study aims to contribute to the body of research on stereotype threat by establishing whether virtual backgrounds used in video conferencing software are inherently identity safe or whether their use could have a negative performance impact on marginalised groups.

Using a mixed methods research design with 22 participants in two countries working in the one large organisation, using two quantitative methods (an experiment and a survey) and one qualitative method (semi-structured interviews), the study examined the relationship between performance on the leadership activity and exposure to gendered backgrounds on a video conference call.

It found that female leaders undertaking a leadership test experienced more anxiety and achieved lower scores on average when exposed to a male-gendered virtual background compared to male colleagues or female leaders exposed to a female gendered background. It was also found that these leaders were aware of the stereotype of leadership being White and male, and showed symptoms of prolonged exposure to stereotype threat in the workplace. While the authors still are working through a post-pandemic environment, it may be judicious for organisations to restrict the use of virtual backgrounds to identity-safe ones, specifically chosen by the company.

The study makes several practical recommendations, indicating actions which can be taken at the individual, team and corporate levels. Re-running this experiment in a more controlled environment with a larger sample set could yield more definitive, statistically significant results and contribute more to the literature.

Some individual impacts were found via the interviews. Male leaders in the organisation need to do more to mentor and endorse their female colleagues. By doing this, they can counter the negative effects of solo status and the subsequent performance degradations of their female counterparts, while also setting an example for other leaders. Participation in the mentoring programme and initiatives such as Dare and value, inclusion, belonging, and equity should be encouraged and supported. Reverse mentoring should also be encouraged among the population of male leaders to aid in allyship and bias-awareness.

Teams should note that a democratic vote is not always the best way to decide on the names of teams, projects or meeting rooms. These may skew towards niche interests that can serve to alienate members of the team who do not associate themselves with that interest. Rather, the teams should strive to be fully inclusive and educated on the need for identity-safety. Team events may also serve to alienate members if teams are not mindful of the need to be inclusive. Activities, such as “go-kart” racing and physical or competitive team events have been highlighted as unsuitable for some team members, and should be avoided in favour of inclusivity.

A significant body of research has documented the effect to which stereotype threat can be triggered by both the physical environment and by the use of various technology media. However, there is a dearth of research exploring the relationship between stereotype threat, defined as “the concrete, real-time threat of being judged and treated poorly in settings where a negative stereotype about one’s group applies” (Steele et al., 2002, p. 385), and video conferencing software features, such as virtual backgrounds.

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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.