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Previous research has suggested that diversity effects depend on how group members perceive their group’s composition. However, what determines how diversity is perceived is unclear. We argue that the way in which group members construe their group’s diversity is shaped by group members’ beliefs about the value in diversity. Focusing on groups with objective subgroups, we show in two studies that the more group members value diversity, the more likely they are to construe their diversity in terms of individual differences and the less likely they are to construe their diversity in terms of subgroups. We also show that diversity construal is only affected by diversity beliefs during intellectual tasks (where diversity matters), but not during physical tasks.

We examined the effects of happy and angry expressions of leaders on followers' organizational citizenship behavior (OCB). OCB involves behaviors that benefit an organization, but fall outside of formal job requirements and reward structures (Bateman & Organ, 1983). We show that leaders' emotional displays play a role in encouraging or discouraging OCB. In contrast to previous evidence that anger displays can increase follower motivation and in-role performance, Study 1 (a scenario study among employees of various companies) revealed a decrease in willingness to perform OCB after a leader expressed anger rather than happiness. In Study 2 (a lab experiment involving university students), participants expended less effort working overtime after being confronted with an angry rather than a happy leader. In both studies, the detrimental effects of anger were stronger when the anger was perceived as inappropriate. We conclude that anger may decrease OCB, especially when the target considers it inappropriate.

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