01919nas a2200145   4500008004100000245010200041210006900143260000900212520134300221653001501564100002401579700002201603700001701625856013101642       2018                        eng d00aFake it to make it: Emotional labor reduces the racial disparity in service performance judgments0 aFake it to make it Emotional labor reduces the racial disparity   c20183 aService providers who are Black tend to be evaluated less favorably than those who are White, hindering opportunities for advancement. We propose that the Black-White racial disparity in service performance evaluations is due to occupational-racial stereotype incongruence for interpersonal warmth, and that more emotional labor is necessary from Blacks to reduce this incongruence. A pilot study manipulating employee race and occupation confirmed warmth and person-occupation fit judgments are lower for an otherwise equal Black than White service provider. We then demonstrate the racial disparity in service performance is due to interpersonal warmth differences in an experimental study with participants evaluating videos of retail clerks (Study 1) and a multi-source field study of grocery clerks with supervisor-rated judgments (Study 2). Furthermore, White service providers are rated highly regardless of emotional labor, but performing more emotional labor (i.e., amplifying positive expressions) is necessary for Black providers to increase warmth judgments and reduce the racial disparity. In other words, Black providers are held to a higher standard where they must “fake it to make it” in service roles. We discuss implications for stereotype fit and expectation states theory, emotional labor, and service management.10aManagement1 aGrandey, Alicia, A.1 aHouston, Lawrence1 aAvery, Derek  u/biblio/fake-it-make-it-emotional-labor-reduces-racial-disparity-service-performance-judgments00666nas a2200193   4500008004100000245009200041210006900133260000900202300001400211490000800225653001500233100001900248700001200267700001800279700002000297700001200317700002200329856012100351       2018                        eng d00aGood Actors but Bad Apples: Deviant Consequences of Daily Impression Management at Work0 aGood Actors but Bad Apples Deviant Consequences of Daily Impress  c2018  a1145-11540 v10310aManagement1 aKlotz, Anthony1 aHe, Wei1 aYam, Kai, Chi1 aBolino, Mark, C1 aWei, Wu1 aHouston, Lawrence  u/biblio/good-actors-bad-apples-deviant-consequences-daily-impression-management-work00643nas a2200157   4500008004100000245014100041210006900182260000900251300001400260490000700274653001500281100002400296700002200320700001600342856012700358       2018                        eng d00aNot Too Tired to be Proactive: Daily Empowering Leadership Spurs Next-Morning Employee Proactivity as Moderated by Nightly Sleep Quality0 aNot Too Tired to be Proactive Daily Empowering Leadership Spurs   c2018  a2367-23870 v6110aManagement1 aSchilpzand, Pauline1 aHouston, Lawrence1 aCho, Jeewon  u/biblio/not-too-tired-be-proactive-daily-empowering-leadership-spurs-next-morning-employee00557nas a2200133   4500008004100000245009300041210006900134260003000203653001500233100002400248700001600272700002200288856011300310       2017                        eng d00aThe daily Effects of Humble (Caring) Leadership Depend on Whether the Leader is Abusive.0 adaily Effects of Humble Caring Leadership Depend on Whether the   aCopenhagen, Denmarkc201710aManagement1 aSchilpzand, Pauline1 aCho, Jeewon1 aHouston, Lawrence  u/biblio/daily-effects-humble-caring-leadership-depend-whether-leader-abusive00490nas a2200109   4500008004100000245009000041210006900131260002100200653001500221100002200236856012200258       2017                        eng d00aEthical Leadership and Positive Organizational Behavior: The Role of Value-Similarity0 aEthical Leadership and Positive Organizational Behavior The Role  aAtlanta GAc201710aManagement1 aHouston, Lawrence  u/biblio/ethical-leadership-and-positive-organizational-behavior-role-value-similarity00530nas a2200109   4500008004100000245011600041210006900157260002100226653001500247100002200262856013600284       2017                        eng d00aAn Examination of the Interplay between Impression Management and Gender on the Social Integration of Newcomers0 aExamination of the Interplay between Impression Management and G  aAtlanta GAc201710aManagement1 aHouston, Lawrence  u/biblio/examination-interplay-between-impression-management-and-gender-social-integration-newcomers00499nas a2200109   4500008004100000245009700041210006900138260002100207653001500228100002200243856012400265       2017                        eng d00aUndermining yourself: A moral emotions perspective on the consequences of social undermining0 aUndermining yourself A moral emotions perspective on the consequ  aOrlando FLc201710aManagement1 aHouston, Lawrence  u/biblio/undermining-yourself-moral-emotions-perspective-consequences-social-undermining01632nas a2200145   4500008004100000245013800041210006900179260000900248520101500257653001501272100002201287700002401309700001901333856013401352       2017                        eng d00aWho Cares if "Service with a Smile" is Authentic?: An Expectancy-Based Model of Customer Race and Perceptions of Service Interactions0 aWho Cares if Service with a Smile is Authentic An ExpectancyBase  c20173 a“Service with a smile” improves performance ratings, but it is unclear whether that smile must always be authentic. We propose that reactions to a service employee’s display authenticity may depend on the customer’s race, due to a history of differential service experiences. Further, we propose that these experiences inform customers’ expectations, such that White customers are more likely than Black customers to expect friendly “service with a smile.” To test this conjecture, we first confirm that Blacks have lower service performance expectations than Whites due to a history of mistreatment in a service context. In two experimental studies and a field study, we then show that authenticity is a stronger predictor of performance-based evaluations (i.e., exceeded expectations) for White customers than for Black customers. Our findings underscore the impact of the racially biased treatment that Black customers have come to expect and the challenge of pleasing a diverse customer base.10aManagement1 aHouston, Lawrence1 aGrandey, Alicia, A.1 aSawyer, Katina  u/biblio/who-cares-if-service-smile-authentic-expectancy-based-model-customer-race-and-perceptions00588nas a2200145   4500008004100000245009000041210006900131260002100200653001500221100002000236700002100256700002200277700001800299856012500317       2017                        eng d00aWithheld Disability Accommodation requests, perceived integration, and desire to stay0 aWithheld Disability Accommodation requests perceived integration  aOrlando FLc201710aManagement1 aDurban, Colleen1 aBaldridge, David1 aHouston, Lawrence1 aYang, Liu-Qin  u/biblio/withheld-disability-accommodation-requests-perceived-integration-and-desire-stay00589nas a2200145   4500008004100000245008900041210006900130260002100199653001500220100002000235700002100255700002200276700001800298856012700316       2017                        eng d00aWithheld Disability Accommodation Requests, Perceived Integration and Desire to Stay0 aWithheld Disability Accommodation Requests Perceived Integration  aOrlando FLc201710aManagement1 aDurban, Colleen1 aBaldridge, David1 aHouston, Lawrence1 aYang, Liu-Qin  u/biblio/withheld-disability-accommodation-requests-perceived-integration-and-desire-stay-000572nas a2200133   4500008004100000245009600041210006900137260002200206653001500228100002100243700002200264700002500286856012700311       2016                        eng d00aCan You See Me Now? Social Invisibility and Career Success for the Black Professional Class0 aCan You See Me Now Social Invisibility and Career Success for th  aAnaheim, CAc201610aManagement1 aJones, Kisha, S.1