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The racialization of COVID-19 as an Asian virus has been linked to growing reports of racial harassment and violence targeting Asian Americans. We examine one such manifestation of racial harassment against Asians in the form of workplace microaggressions, such as a coworker referring to the virus as the "Chinese virus" and the negative impact that these forms of racial microaggressions can have on those who witness them. We also examine the influence of a leader who intervenes versus a leader who stays silent when a microaggression occurs, highlighting the positive impact of leaders who condemn microaggressions while underscoring the negative impact of leaders who stay silent. We found that, among those who witness microaggressions, Asian Americans were more likely to ruminate and report negative perceptions of the aggressor than Whites. We also found that leader intervention improved perceptions of leader effectiveness and that leader trust mediated this process, especially among Asian Americans. Additionally, we found that leader intervention decreased turnover intentions.

PurposeThe purpose of this paper is to present a model that explores the relationship between inclusive leadership, inclusive climates and sexual harassment and other negative work-related outcomes, at the work unit and individual levels.Design/methodology/approachA conceptual model of inclusive work unit leadership, inclusive work unit climate and sexual harassment based on a review of the literature.FindingsLeaders who behave more inclusively are expected to have work units and work unit members who experience more positive outcomes and fewer negative outcomes including sexual harassment and other forms of mistreatment. Leaders impact their work unit and work unit members' outcomes directly as well as indirectly through the more inclusive work unit climates they create.Research limitations/implicationsThe sexual harassment literature has identified climate for sexual harassment as a key predictor of sexually harassing behavior and its attendant negative outcomes. A focus on a broader inclusive climate, and inclusive leadership, may provide a richer understanding of the conditions under which sexual harassment and other forms of mistreatment occur and can be mitigated.Practical implicationsThis model can help identify strategies organizations can employ (e.g. inclusive leadership development programs) to combat sexual harassment.Social implicationsThis model may improve understanding of the systemic, organizational causes of sexual harassment reducing sexual harassment victims' potential self-blame and helping policymakers craft more effective sexual harassment interventions.Originality/valueThe paper conceives of work climates that contribute to sexual harassment more broadly than generally has been the case in the sexual harassment literature to date. The model highlights the important role that leaders play in shaping inclusive climates. It also contributes to the nascent literature on inclusion and inclusive climates, which has paid relatively little attention to exclusion and mistreatment including sexual harassment that are likely to arise in less inclusive workplaces.

The purpose of this study was to uncover the racial microaggressions that Asians and Asian Americans experience in the workplace. Qualitative interviews and focus groups were conducted with 19 Asian and Asian American men and women, representing a variety of Asian ethnicities, with work experience in various industries. Results revealed seven themes of workplace racial microaggressions: (a) Invalidation of Individual Differences, (b) Unrecognized Contributions and Undervalued Employee, (c) Being Singled Out, (d) Demeaning Cultural Values and Communication Styles, (e) Ascription of Subservience, (f) Ascription of Diligence, and (g) Ascription of Math Competency. These seven themes were classified into two broader categories. The first four themes were classified into general microaggressions, which embodied microaggressions experienced by Asians but could also be experienced by other people of color. The last three themes were classified into stereotype-based microaggressions, which embodied how Asians were treated differently through the lens of stereotypes that others held of Asians. Although, Ascription of Math Competency and Ascription of Diligence may be seen as positive, these microaggressions yielded more assigned math-related work rather than the employee's preferences and longer working hours, respectively. The effect of these microaggressions rendered Asian employees as visible in terms of their race, whereas invisible in terms of their professional contributions. Implications of these findings for improving experiences of Asians in the workplace are discussed.