Lisa M. Leslie

Differences between tight and loose cultures: A 33-nation study

The differences across cultures in the enforcement of conformity may reflect their specific histories. With data from 33 nations, we illustrate the differences between cultures that are tight (have many strong norms and a low tolerance of deviant behavior) versus loose (have weak social norms and a high tolerance of deviant behavior). Tightness-looseness is part of a complex, loosely integrated multilevel system that comprises distal ecological and historical threats (e.g., high population density, resource scarcity, a history of territorial conflict, and disease and environmental threats), broad versus narrow socialization in societal institutions (e.g., autocracy, media regulations), the strength of everyday recurring situations, and micro-level psychological affordances (e.g., prevention self-guides, high regulatory strength, need for structure). This research advances knowledge that can foster cross-cultural understanding in a world of increasing global interdependence and has implications for modeling cultural change.

Stereotyping by Omission: Eliminate the Negative, Accentuate the Positive

Communicators, motivated by strategic self-presentation, selectively underreport negative content in describing their impressions of individuals and stereotypes of groups, particularly for targets whom they view ambivalently with respect to warmth and competence. Communicators avoid overtly inaccurate descriptions, preferring to omit negative information and emphasize positive information about mixed individual targets (Study 1). With more public audiences, communicators increasingly prefer negativity omission to complete accuracy (Study 2), a process driven by self-presentation concerns (Study 3) and moderated by bidimensional ambivalence. Similarly, in an extension of the Princeton Trilogy studies, reported stereotypes of ethnic and national outgroups systematically omitted negative dimensions over 75 years--as anti-prejudice norms intensified--while neutral and positive stereotype dimensions remained constant (Study 4). Multiple assessment methods confirm this stereotyping-by-omission phenomenon (Study 5). Implications of negativity omission for innuendo and stereotype stagnation are discussed.

Who Gives? Multilevel Effects of Gender and Ethnicity on Workplace Charitable Giving

Research on diversity in organizations has largely focused on the implications of gender and ethnic differences for performance, to the exclusion of other outcomes. We propose that gender and ethnic differences also have implications for workplace charitable giving, an important aspect of corporate social responsibility. Drawing from social role theory, we hypothesize and find that gender has consistent effects across levels of analysis; women donate more money to workplace charity than do men, and the percentage of women in a work unit is positively related to workplace charity, at least among men. Alternatively and consistent with social exchange theory, we hypothesize and find that ethnicity has opposing effects across levels of analysis; ethnic minorities donate less money to workplace charity than do Whites, but the percentage of minorities in a work unit is positively related to workplace charity, particularly among minorities. The findings provide a novel perspective on the consequences of gender and ethnic diversity in organizations and highlight synergies between organizational efforts to increase diversity and to build a reputation for corporate social responsibility.

Is the Clock Still Ticking? An Evaluation of the Consequences of Stopping the Tenure Clock

Using a longitudinal administrative data set from a large research university, the authors empirically evaluate the consequences of using stop the clock (STC) policies for the career success of tenure track faculty. STC policies were introduced approximately 40 years ago, yet surprisingly little has been written about how they affect career outcomes. The prevalence of the ideal worker norm in academia raises the possibility of negative consequences as evaluators may treat STC policy use as a signal that the faculty member lacks sufficient commitment to his or her academic role. Consistent with this possibility, the authors find that faculty members who stop their clock for family reasons incur a salary penalty relative to faculty members who do not stop their clock, which cannot be explained by differences in productivity. Alternatively, faculty members who use the policy are not at a promotion disadvantage as compared with nonusers, and they actually have higher promotion rates.

A Status-Based Multilevel Model of Ethnic Diversity and Work Unit Performance

The present research builds theory regarding the consequences of work unit ethnic diversity by advancing a status-based, multilevel model of when ethnic diversity is likely to constrain work unit performance. In contrast to past work unit diversity research, which has largely ignored the varying degrees of status ascribed to members of different ethnic groups, I propose that ethnic diversity is most likely to constrain work unit cohesion, and in turn work unit performance, in work units composed of two ethnic subgroups that are separated by large differences in status (i.e., ethnic status subgroups; ESS). Furthermore, and consistent with evidence that the consequences of work unit diversity are contingent on the broader social contexts in which work units are embedded, I predict that the presence of ethnic status subgroups in the community exacerbates the detrimental consequences of ethnic status subgroups in work units. Findings from a multisource, field-based data set (N = 743 employees nested within 131 bank branches) support the study hypotheses. Implications for theory and practice are discussed.

Ironic Effects of Flexible Work Practices on Parents' Career Success

The increased prevalence of flexible work practices (FWPs) has been driven in part by an effort to enable career success for employees who have significant personal-life responsibilities, including...

Toward a Theory of Conflict Cultures in Organizations

Research on conflict management in organizations is thriving, yet historically it has been primarily micro in its orientation, focusing almost exclusively on individual and small group processes. Although a micro approach to conflict management is certainly valid, from a levels of analysis perspective, by limiting the focus on conflict management to the individual and small group level, current conflict management paradigms may be underspecified (House et al., 1995). Many phenomena in organizations - whether it is innovation, leadership, or job attitudes, involve multiple levels of analysis, and conflict management should be of no exception. In this theory paper, we introduce a complementary macro theory of conflict cultures, or shared norms that specify how conflict should be managed in organizational settings. We propose a typology that includes four distinct organizational conflict cultures, collaborative conflict cultures, avoidant conflict cultures, passive-aggressive conflict cultures, and dominating conflict cultures, which are differentiated by two dimensions - active versus passive conflict management norms, and prosocial versus antisocial conflict management norms. We discuss top down processes (e.g., leadership, organizational structure and rewards, industry and societal factors) and bottom-up processes (e.g., personality, demographics, values) that facilitate the development of distinct conflict cultures. We explore organizational outcomes of conflict cultures as well as moderators of proposed effects. We conclude with theoretical and practical implications of a conflict culture perspective.