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The study's purpose is to present and empirically test a model that identifies academic self-concept as a mediator of the relationship between gender, sexual orientation and self-perceptions of leadership ability.

Surveys were administered to 964 first-year undergraduate students.

Academic self-concept mediated the relationship between gender and leadership for all subjects and for self-reported heterosexual subjects but not for self-reported nonheterosexual subjects.

Gender differences in leadership perceptions still exist and appear as early as the college years. The fact that academic self-concept did not mediate the relationship between gender and self-perceptions of leadership for nonheterosexual students might be explained by considering research that has identified different levels of gender conformity between straight and gay individuals.

Student self-perceptions of leadership could be improved if opportunities were provided for students showing that people other than White, male, heterosexuals can also be effective leaders. When women and underrepresented groups attain leadership positions in the workplace, it attracts others because it sends a message that this organization welcomes women and underrepresented groups in positions of leadership.

This study addresses a gap in the field by using the social identity theory of leadership to integrate conflicting research streams in the existing literature and by proposing that academic self-concept underlies the relationship between gender, sexual orientation and self-perceptions of leadership. The study responds to Bark et al.'s (2016) call for future research to consider how highly prototypical individuals have a key advantage in people's perceptions of their leadership.

Research on layoff victims reports that interactional justice judgments influence important work‐related attitudes, such as organizational commitment. In this paper, we build on this emerging literature through an examination of the role that both interactional justice and organizational support have in explaining the organizational commitment of 147 layoff victims at a major manufacturing plant. The results of structural equation analyses supported our hypothesis that organizational support mediates the relationship between interactional justice and organizational commitment.

In a study of 195 patients visiting the urgent care department of a hospital in the UK, we examined the effects of three elements of process control on patients’ fairness and satisfaction perceptions. Patients who believed they had a voice in the triage process had higher fairness perceptions and waited a shorter period of time than those who believed they did not have a voice in the triage process. In addition, patients who were told the expected waiting time and were kept busy while waiting had higher satisfaction perceptions. We identify implications for hospital employees in managing the patient waiting process.

There has been much debate about people’s perceptions of entitlement. We trace the history of the different uses of entitlement perceptions across fields in order to develop a typology that identifies two dimensions: level of entitlement and degree of reciprocity. We conclude that a historical, cross‐disciplinary examination of the construct of employee entitlement will improve our understanding of the role of entitlement perceptions in the workplace. Specifically, we suggest that each of the four combinations of the entitlement and reciprocity dimensions points to a different employee‐organization relationship and, thus, requires a different motivational tool.

This paper proposes that the development of a layoff policy gives an organization a competitive advantage over organizations without such a policy. How an organization communicates concern to employees is often through procedures and policies developed by the human resource department. Survey questionnaires were mailed to 1,400 vice presidents of human resources that held membership and whose names were provided through the Society of Human Resource Management. Over half of the organizations surveyed (57%) did not have layoff policies. By type of organization, healthcare had the greatest number of policies in their organizations with 70% affirming their existence. The study concludes with the following five proposed reasons why layoff policies do not exist: (1) “It can't happen here” syndrome (2) The cover‐up syndrome (3) If you plan for it, people will panic, (4) Managers are trained to focus on growth and to avoid decline, (5) There would be loss of control, and accompanying organizational sabotage, and (6) More policies equal less humane treatment.