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PurposeThe purpose of this paper is to investigate whether sexual minority candidates are viewed as less likely to fit-in in their work environments than heterosexual candidates and, hence, to their being evaluated as less promotable.Design/methodology/approachConsistent with previous research, the authors used a hiring scenario where evaluators saw one of four different resumes, which varied based on candidate sexual orientation and gender, yet were equal on all factors, including candidate qualifications. The research included a pre-test and manipulation check to ensure the validity of the authors' research design.FindingsAs the authors expected based on stigma theory, gay and lesbian candidates were more likely to be perceived as unable to fit-in than heterosexual candidates. Perceptions of a lack of fitting-in were negatively related to promotability ratings, as were beliefs about the controllability of sexual orientation. However, counter to the authors' expectations, gay and lesbian candidates were rated more promotable than heterosexual candidates. This presents a more nuanced picture of sexual orientation discrimination than has been offered heretofore.Originality/valuePrevious research has suggested that gay men and lesbians may be trapped in "gay ghettos," yet there is little if any research on evaluations of sexual minority candidates in employment decisions beyond hiring. The present study extends research on sexual orientation discrimination by investigating whether decision makers are biased against gay and lesbian candidates in promotion decisions, and the factors that are related to promotability ratings.

PurposeBased on authentic leadership (AL) theory and research on lesbian, gay, bisexual and transgender (LGBT) workplace experiences, this study proposes that AL explains variance beyond transformational leadership (TL) in attitudinal outcomes for LGBT managers compared to non-LGBT managers. It is further predicted that core self-evaluations (CSEs) bound relationships between AL, LGBT status and outcomes.Design/methodology/approachA time-lagged survey of 193 LGBT and 218 non-LGBT (i.e. heterosexual and cisgender) managers was conducted. The first survey assessed respondents' evaluations of their leadership behavior and CSEs whereas the second survey, conducted one month later, assessed role engagement and career satisfaction.FindingsRegression and moderation analyses revealed support for the hypotheses. AL seems especially relevant for LGBT leaders, particularly at low levels of CSEs.Practical implicationsLeadership development programmes emphasizing AL could be particularly beneficial for LGBT managers, especially those low in CSEs. Harnessing a leader's sense of identity could help those who have been marginalized.Originality/value The current study proposes, explains and demonstrates that relationships between AL and leader outcomes will likely be different between managers with and without stigmatized identities, in this case those who are (not) LGBT.

Employers and students concur that soft skills or interpersonal skills are critical to managerial success, yet we know little about how MBA program admissions professionals conceptualize and assess these skills in the context of global management education. Such practices have key implications for interpersonal skills curriculum and training in MBA programs around the globe. A survey of 182 MBA admissions professionals from 24 countries revealed surprising agreement in how interpersonal skills were conceptualized, and suggest interpersonal skills and soft skills are not synonymous. Results also indicated that only 30% of U.S. and international MBA programs use specific criteria to assess applicants' interpersonal skills, with the remainder using nonspecific criteria or no assessment method. We discuss the need for more rigorous assessment of interpersonal skills in MBA admissions, closer coordination between admissions officers and curriculum developers, and tighter alignment between interpersonal skills assessment and MBA curriculum and learning outcomes.

PurposeThe purpose of this paper is to develop a cross-level conceptual model of organizational- and individual-level outcomes of lesbian, gay, bisexual, and transgender (LGBT)-supportive policies for all workers regardless of their sexual orientation.Design/methodology/approachThis is a conceptual paper based on an integration of propositions from perceived organizational support and organizational justice theories.FindingsThe model suggests that LGBT-supportive policies should be related to perceptions of organizational support directly and indirectly through diversity climate and perceptions of distributive, procedural, and interactional justice.Practical implicationsThe model implies that employees should feel more supported and more fairly treated among firms with LGBT-supportive policies and practices, and that these feelings will be reciprocated.Originality/valueThis is the first paper to develop propositions about the outcomes of LGBT-supportive policies for all workers, and advances the literature by developing a multi-level model of outcomes of these policies.

In recent times, several researchers have concerned themselves with the impact of human resource activities on an organization's bottom-line. In this connection, it has been argued that implementing high performance work systems (HPWSs) in the organization would help organizations achieve significantly improved levels of operational and financial performance through optimal utilization of human resources. This empirical study tests these assertions, and results confirm that, indeed, HR practices can have a significant impact on the bottom-line.

PurposeThe purpose of present study is to examine the influence of impression management (IM) tactics (e.g. ingratiation) applied in job application letters on perceived qualifications and hiring recommendations. The study aims to build on recent research done in the interview context, by studying IM specifically in the written form pertaining to a job application.Design/methodology/approachData were gathered from 94 respondents asked to evaluate the job application letters of applicants for a mentoring program. IM was manipulated through the cover letter, such that, each subject received five cover letters, four of which engaged in ingratiation and one that had no ingratiation. Participants were required to evaluate the applicants' qualifications and make selection decisions.FindingsThe results of the study were consistent with those of the interview context. More specifically, ingratiation led to significantly higher ratings of applicants, and self‐focused tactics were more effective than other‐focused tactics.Research limitations/implicationsThe findings of this research conveyed that most of the IM tactics significantly improve recruiters' evaluations of the applicants. Still, future research needs to further investigate this relationship in order to understand the specific nature of the IM tactics and develop a deeper understanding of the underlying processes that cause IM tactics to have an impact on recruiters' judgments.Practical implicationsThe present study highlights the need for greater understanding of how IM tactics may influence the decisions of employers who rely on written applications, or a combination of job application letters and interviews. Therefore, employers need to be aware of the use of IM in written applications and emphasize the importance of interviews in the selection process.Originality/valueExisting research has been concerned with how IM tactics influence interview outcomes and has overlooked how these same IM tactics may be used in job application letters to influence selection decisions. This study addresses this gap by focusing on the job application letter as a means of conveying and managing impressions by candidates.

The willingness of host country nationals (HCNs) to provide support to the expatriate has received a lot of attention in the literature on international assignments. Surprisingly, though, the number of empirical studies examining this relationship is extremely limited. This study examines the role of HCNs' collectivistic orientation, interpersonal affect, and guanxi in relation to their willingness to support expatriates. Using data from 212 HCNs in China, it is found that HCNs' perceived relationship quality with the expatriate has a significant impact on their willingness to provide assistance, both role information and social support, to expatriates. Further, it is found that relationship quality is related to perceived cultural similarity. The results reinforce the importance of paying attention to the perceptions and reactions of HCNs towards expatriates. Implications of the findings are discussed, and suggestions are offered for future research.