Fostering inclusion in the workplace can be challenging, but we find that the key might be having supervisors who act with integrity. In three complementary studies, we find that employees hesitate to advocate for diversity due to not feeling empowered. Our research reveals that when supervisors act with integrity, employees feel more empowered to step up and champion diversity, especially in problematic climates.

This work examines how a shock that affects an entire unit influences the pattern of collective turnover. It introduces the importance of accounting for a potential delay in the turnover response and a disruption phase characterized by abnormal turnover, and it studies how the pattern of collective turnover changes because of characteristics of the shock and its context.

Obesity, a major health concern in the United States, has driven some consumers to become more health conscious and led to several public policy interventions affecting consumer trends, the food supply and marketing. At the University of Nebraska–Lincoln, Özgür Araz, Ron and Carol Cope professor of supply chain management and analytics, and S. Sajeesh, Nathan J Gold Distinguished Professor of Marketing and associate professor of marketing, recently collaborated to publish interdisciplinary research which examines how food-producing firms should respond and adapt to the evolving consumer trends and policies.

The phrase “stay in your lane” is commonly used to affirm the importance of doing your assigned tasks and only your assigned tasks. If you see an important task that needs to be done that isn’t your responsibility, should you do it? Before you decide whether to switch lanes, consider the authors’ research, based on observations and recordings of first responders completing mass-casualty incident simulations.

Side-hustles, income-generating work done outside of full-time jobs, can empower employees and enrich performance in their main careers. Dr. Amy Bartels, assistant professor of management, examines the positive effects of having a side-hustle and its influence on work performance in full-time jobs.

Amy Bartels, assistant professor of management, and her co-authors walk through the powerful role emotions play in the dynamic of the leadership-follower relationship through daily interactions. Displays of emotion from a leader can ripple throughout an organization and influence follower performance, the relationship between a leader and follower, and the leader’s behavior.

Stress can actually improve employee performance, but consistency is key. Research conducted by Dr. Troy Smith, assistant professor of management, and his colleagues studied on-the-job stress among employees at restaurants and a university.

It is not uncommon for supervisors to lose their cool with employees at some point. Sometimes it can escalate to become abusive. Dr. Troy Smith, assistant professor of management, studied how abusive bosses perceive and respond to their own abusive behaviors.

Dr. Todd Thornock, assistant professor of accountancy, investigates how only the knowledge of peer managers’ environments, without knowing peer actions, affects managerial behavior. Utilizing a two-part experiment in a participative budgetary reporting setting, Thornock and his co-author show managers project their decision-making process onto peer managers who share similarities in role and reporting environment.

Dr. Troy Smith, assistant professor of management, uses an experiment and two field studies from the People’s Republic of China and the U.S. to explore the role of leaders in motivating members to contribute proactively across team boundaries and not just within the teams to which they belong.

Using survey data, Dr. Laura Poppo, professor of management and Donald and Shirley Clifton Chair in Leadership, and her co-author demonstrate the necessity of both, as contracts create transparency and formalize expectations and processes. Yet, because contracts are incomplete, trust and norms such as sharing information and a collaborative working relationship are imperative.