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Ivona Hideg - Lazaridis School of Business & Economics, Wilfrid Laurier University. Waterloo, ON, CA

Ivona Hideg

Assistant Professor of OB/HRM | Lazaridis School of Business & Economics, Wilfrid Laurier University

Waterloo, ON, CANADA

Professor Hideg examines issues of equality and diversity in the workplace, focusing on gender, culture, accent, and socio-economic status





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Ivona Hideg is an Assistant Professor of OB/HRM in the Lazaridis School of Business and Economics at Wilfrid Laurier University. She holds a Ph.D. in Organizational Behaviour and Human Resource Management from the Rotman School of Management, University of Toronto, and M.Sc. in Industrial and Organizational Psychology from the University of Waterloo.

Ivona is a passionate researcher and educator. Her main areas of research include gender and cultural diversity in the workplace (e.g., promotion of diversity and equality) and the social effects of emotions, especially the effects of culture on the social effects of emotions. Her research has been published in leading peer-reviewed journals such as Academy of Management Journal, Journal of Applied Psychology, Journal of Personality and Social Psychology, Organizational Behavior and Human Decision Processes, and Psychological Science.

Her research has also received numerous awards such as Best Paper awards from the OB section at the Academy of Management and the Canadian Psychological Association. Her research has been featured in media outlets such as the Wall Street Journal, the Financial Times, the New York Times, the Globe and Mail, the Huffington Post, and the Record, among others. Ivona is also a member of Editorial Board of a leading journal in emotion research: Emotion.

She is also a very involved community member and she served on a Board of Directors at Focus for Ethnic Women, a non-profit organization that empowers women by providing a nurturing, culturally sensitive environment that builds self-esteem, social networks, employment related skills, and connections to meaningful employment.

Finally, Ivona is committed to student supervision and she supervises research in a lab consisting of highly motivated and intellectually curious students. We currently have a number of projects examining the effectiveness and reactions of diversity policies in the workplace, emotions and emotion regulation in the workplace, and a number of other projects. We welcome new collaborators and new students!

Areas of Expertise (11)

Gender and Cultural Diversity in the Workplace

Social Effects of Emotions

Effects of Culture on the Social Effects of Emotions

Industrial Psychology

Organizational Psychology

Diversity and Equality in the Workplace

Emotions and Emotion Regulation

Organizational Behaviour

Human Resource Management

Team Diversity

Prejudice and Stereotyping

Accomplishments (5)

Visiting Faculty, Católica Lisbon School of Business Economics (Portugal), Organizational Behavior Group

Visited for the month of June, 2016 2016

Early Researcher Award

Ontario Ministry of Research and Innovation, value: $150,000, 2016

Outstanding New Scholar Award

Lazaridis School of Business and Economics, Wilfrid Laurier University, 2015

Honorable Mention Award

Presented for a poster presented at the annual meeting of the Society for Personality and Social Psychology, Long Beach, California, 2015

Keynote Speaker at Gender, Diversity, and Inclusion Symposium at RMIT University, Melbourne


Education (3)

Rotman School of Management, University of Toronto: Ph.D., Organizational Behaviour and Human Resource Management 2012

University of Waterloo: M.A.Sc., Industrial and Organizational Psychology 2007

University of Waterloo: B.A. (Honors), Psychology and Business; HRM Specialization 2005

Affiliations (2)

  • Emotion (Journal) : Editorial Board Member
  • Focus for Ethnic Women : Board of Directors

Media Appearances (5)

Time off work for menstrual pain part of U.K. business’s planned ‘period policy’

Toronto Star  


However, a workplace that singles out gender differences borders on “benevolent sexism,” a policy envisioned to promote gender equality, but instead undermines women in the workplace, said Ivona Hideg, an assistant professor of organizational behaviour in the Lazaridis School of Business and Economics at Wilfrid Laurier University. She worries that women who use it could become stigmatized and potentially penalized with fewer promotions or other rewards. It could also perpetuate stereotypes that women are more emotionally volatile or less competent than men, she added. “Women may not get the larger assignments due to the fact that their time of the month is coming up, so they’ll be given a lighter duty to free them of this challenging assignment, but this challenging assignment might be what you need to get promoted to the next level.”...

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The Rationality of Rage

The New York Times  


Whether induced or not, anger must ultimately be genuine in order to be useful in provoking concessions. According to a 2013 paper in the Journal of Experimental Social Psychology, faking anger, compared with playing it cool, leads a negotiation partner to see you as less trustworthy, and actually increases his demands on you...

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Hiring managers fail to detect deceptive tactics

The Globe and Mail  


To find out why, Ivona Hideg, assistant professor of organizational behaviour and human resources management at Wilfrid Laurier University, and her research partner conducted four experiments. The participants were business students at Canadian universities who were asked to complete online surveys about a proposed employment-equity policy they were told was under development at their institution that would apply to students applying for co-op jobs...

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Why you might want to eat lunch at your desk (or at least skip the caf)

The Globe and Mail  


According to the paper by associate professor John Trugakos, PhD student Bonnie Cheng and Wilfrid Laurier professor Ivona Hideg, workers who pursue relaxing activities at lunch are the least tired, as long as it’s their choice...

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Work-Life Balance Study Shows Personal Choice Is Key To A Good Lunch Break

The Huffington Post  


“Need for autonomy is a fundamental psychological need, and past research shows that a feeling of autonomy is energizing on its own,” study co-author Dr. Ivona Hideg, assistant professor of organizational behavior at Wilfrid Laurier University’s School of Business in Canada, told The Huffington Post in an email. “More specifically to lunch breaks, having autonomy over our lunch break activities gives us an opportunity to utilize our time in a way that suits us the best.”...

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Event Appearances (5)

Are class-based affirmative action policies more supported than race-based affirmative action policies?

Annual Meeting of the Academy of Management  Anaheim, California


Helping or hindering? Interactive effects of employee accent and gender at work

Annual Meeting of the Academy of Management  Anaheim, California


Enhancing trust and forgiveness via shame displays: A social functional perspective

Interpersonal dynamics of forgiveness. Symposium conducted at the annual meeting of the Academy of Management  Anaheim, California


Dialectical thinking and fairness-based perspectives on affirmative action

Annual Meeting of the Society for Industrial and Organizational Psychology  Anaheim, California


The effect of maternity leave length on women’s career outcomes

Annual Meeting of the Society for Industrial and Organizational Psychology  Anaheim, California


Research Grants (3)

Early Researcher Award , Principal (Solo) Investigator

Ontario Ministry of Research and Innovation 

2016 - 2021 Value $150,000

Partnership Development Grant, Co-applicant (PI: Thomas O’Neill)

Social Sciences and Humanities Research of Canada (SSHRC) 

2016 - 2019 Other co-applicants: Chiocchio, F.; Donia, M.; Steel, P.; Taras, V.; & Uggerslev, K. The Intersection of Teamwork, Culture, and Technology: Enhancing Soft Skill Development in Post-Secondary Education through Student-Centered Feedback Value: $465, 000 (total from SSHRC and partners)

Insight Grant, PI (Collaborator: D. Lance Ferris)

Social Sciences and Humanities Research of Canada (SSHRC) 

2014 - 2018 Double-Edged Sword of Benevolent Sexism: How Benevolent Sexist Attitudes Promote and Undermine Gender Diversity in the Workplace Value: $114,604

Articles (12)

The compassionate sexist? How benevolent sexism promotes and undermines gender equality in the workplace

Journal of Personality and Social Psychology

2016 Although sexist attitudes are generally thought to undermine support for employment equity (EE) policies supporting women, we argue that the effects of benevolent sexism are more complex. Across 4 studies, we extend the ambivalent sexism literature by examining both the positive and the negative effects benevolent sexism has for the support of gender-based EE policies. On the positive side, we show that individuals who endorse benevolent sexist attitudes on trait measures of sexism (Study 1) and individuals primed with benevolent sexist attitudes (Study 2) are more likely to support an EE policy, and that this effect is mediated by feelings of compassion. On the negative side, we find that this support extends only to EE policies that promote the hiring of women in feminine, and not in masculine, positions (Study 3 and 4). Thus, while benevolent sexism may appear to promote gender equality, it subtly undermines it by contributing to occupational gender segregation and leading to inaction in promoting women in positions in which they are underrepresented (i.e., masculine positions).

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Emotional intelligence and competencies

In James D. Wright (Ed.), International Encyclopedia of the Social & Behavioral Sciences

2015 Emotional intelligence (EI) has been described as everything from a panacea to an invalid concept. This article focuses on recent research that clarifies what does and does not constitute EI, as well as its relationships with a variety of outcomes. We emphasize the role of EI in the workplace, and we distinguish between the positive outcomes that it facilitates, the negative outcomes to which it contributes, and the outcomes for which its role is unclear. We conclude by identifying specific issues that require further attention to advance our understanding of EI.

Too drained to help: A resource depletion perspective on daily interpersonal citizenship behaviors

Journal of Applied Psychology

2015 This article explores the role of within-person fluctuations in employees' daily surface acting and subsequent personal energy resources in the performance of organizational citizenship behaviors directed toward other individuals in the workplace (OCBI). Drawing on ego depletion theory (Muraven & Baumeister, 2000), we develop a resource-based model in which surface acting is negatively associated with daily OCBIs through the depletion of resources manifested in end-of-day exhaustion. Further integrating ego depletion theory, we consider the role of employees' baseline personal resource pool, as indicated by chronic exhaustion, as a critical between-person moderator of these within-person relationships. Using an experience-sampling methodology to test this model, we found that surface acting was indirectly related to coworker ratings of OCBI through the experience of exhaustion. We further found that chronic levels of exhaustion exacerbated the influence of surface acting on employees' end-of-day exhaustion. These findings demonstrate the importance of employees' regulatory resource pool for combating depletion and maintaining important work behaviors. Implications for theory and practice are discussed.

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Lunch breaks unpacked: The role of autonomy as a moderator of recovery during lunch

Academy of Management Journal

2014 Work recovery research has focused mainly on how after-work break activities help employees replenish their resources and reduce fatigue. Given that employees spend a considerable amount of time at work, understanding how they can replenish their resources during the workday is critical. Drawing on ego depletion (Muraven & Baumeister, 2000) and self-determination theory (Deci & Ryan, 1985), we employed multi-source experience sampling methods to test the effects of a critical boundary condition, employee lunch break autonomy, on the relation between lunch break activities and end-of-workday fatigue. Although specific energy-relevant activities had a main effect on end-of-workday fatigue, each of these was moderated by the degree of autonomous choice associated with the break. Specifically, for activities that supported the psychological needs of relatedness and competence (i.e., social and work activities, respectively), as lunch break autonomy increased, effects switched from increasing fatigue to reducing fatigue. To the extent that lunch break activities involved relaxation, however, lunch break autonomy was only important when levels of relaxation were low. We conclude that lunch break autonomy plays a complex and pivotal role in conferring the potential energetic benefits of lunch break activities. Contributions to theory and practice are discussed.

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Support for employment equity policies: A self-enhancement approach

Organizational Behavior and Human Decision Processes

2014 The effectiveness of employment equity (EE) policies has been hindered by negative reactions to these policies. We draw on the self-enhancement literature to expand self-interest accounts of reactions to EE policies to explain inconsistent findings showing that both nonbeneficiaries and beneficiaries react negatively to EE policies. Across four studies, we found that self-image threat influences reactions to gender-based EE policies. Studies 1 and 2 established that EE policies threaten the self-images of both men (nonbeneficiaries) and women (beneficiaries). Study 3 found that those least likely to experience self-image threat when faced with a gender-based EE policy are the most likely to show positive reactions to EE policies, while Study 4 showed that both men and women react more favorably to EE policies when self-images threats are mitigated through a self-affirmation task. Implications for our understanding of reactions to EE policies are discussed.

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When should we disagree? The effect of relationship conflict on team identity in East Asian and North American teams

Negotiation and Conflict Management Research

2014 Along with recent research uncovering distinctly Asian approaches to conflict management, we examine the experience and effect of relationship conflict on team identity in culturally homogeneous North American versus East Asian teams. In a longitudinal field experiment with student teams, we found that East Asian teams, compared to North American teams, experienced more relationship conflict at later stages of team tenure. We further found that, while relationship conflict undermined team identity in North American teams, relationship conflict did not influence team identity in East Asian teams. Our study counterintuitively finds that East Asian teams may be less influenced by relationship conflict than North American teams, despite their relationship maintenance orientation. We present several possible future avenues to unpack the psychological mechanisms underlying the distinct temporal patterns and outcome effects of relationship conflict in East Asian teams and implications for cross-cultural East Asian and North American teams.

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The consequences of faking anger in negotiations

Journal of Experimental Social Psychology

2013 Past research has found that showing anger induces cooperative behavior from counterparts in negotiations. We build on and extend this research by examining the effects of faking anger by surface acting (i.e., showing anger that is not truly felt inside) on the behavior of negotiation counterparts. We specifically propose that surface acting anger leads counterparts to be intransigent due to reduced trust. In Experiment 1, surface acting anger increased demands in a face-to-face negotiation, relative to showing no emotion, and this effect was mediated by (reduced) trust. In Experiment 2, surface acting anger increased demands in a video-mediated negotiation, relative to showing no emotion, and this effect was explained by (reduced) trust, as in Experiment 1. By contrast, deep acting anger (i.e., showing anger that is truly felt inside) decreased demands, relative to showing no emotion, and this effect was explained by (increased) perceptions of toughness, consistent with prior research on the effects of showing anger in negotiations. The findings show that a complete understanding of the role of anger in negotiations requires attention to how it is regulated. In addition, the results suggest that faking emotions using surface acting strategies may generally be detrimental to conflict resolution.

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The culturally intelligent team the impact of team cultural intelligence and cultural heterogeneity on team shared values

Journal of Cross-Cultural Psychology

2013 This study examines how the cultural heterogeneity of work teams moderates the way in which team cultural intelligence (CQ) affects the development of team shared values. Utilizing the four-factor model of CQ, we predict how each facet of CQ will impact the development of shared values in relatively early stages of team development differently for culturally homogeneous versus culturally heterogeneous work teams. We operationalize team shared values as the degree to which a broad set of cultural values are similarly ...

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The Jekyll and Hyde of Emotional Intelligence Emotion-Regulation Knowledge Facilitates Both Prosocial and Interpersonally Deviant Behavior

Psychological Science

2011 Does emotional intelligence promote behavior that strictly benefits the greater good, or can it also advance interpersonal deviance? In the investigation reported here, we tested the possibility that a core facet of emotional intelligence—emotion-regulation knowledge—can promote both prosocial and interpersonally deviant behavior. Drawing from research on how the effective regulation of emotion promotes goal achievement, we predicted that emotion-regulation knowledge would strengthen the effects of other-oriented and self- ...

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The ability to influence others via emotion displays A new dimension of emotional intelligence

Organizational Psychology Review

2011 We propose a new dimension of emotional intelligence (EI) that is particularly relevant in organizational settings: the ability to influence others via emotion displays. In this article, we first describe social functional accounts of emotions and the evidence supporting social effects of emotions. Then, we propose that individuals differ in the degree to which they can influence the behaviors, attitudes, and emotions of others via their emotion displays, and we demonstrate that this individual variation meets the criteria for an ...

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Overcoming negative reactions of nonbeneficiaries to employment equity: The effect of participation in policy formulation

Journal of Applied Psychology

2011 In 2 experimental studies, we examined a way to overcome nonbeneficiaries' resistance to employment equity (EE) policies-participation in formulating the policy. We operationalized participation in terms of instrumental versus noninstrumental voice and proposed that nonbeneficiaries would be more likely to support an EE policy when allowed instrumental participation in the policy's development. Further, we proposed psychological ownership as the mediating mechanism underlying the effects of instrumental participation. Study 1 examined participation effects for a gender-based EE policy and Study 2 for a race-based EE policy. As predicted, we found that nonbeneficiaries (men in Study 1; Whites in Study 2) in the instrumental participation condition expressed greater behavioral intentions to promote the policy (Studies 1 and 2) and were more likely to engage in a behavior promoting the policy (Study 2). We also found support for psychological ownership as the underlying mediating mechanism in both studies. Contributions to theory and practice are discussed.

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Momentary work recovery: The role of within-day work breaks

Research in Occupational Stress and Well-Being

2009 Drawing from research on personal resources (eg, Baumeister, Bratslavsky, Muraven, & Tice, 1998; Fredrickson, 1998) and the episodic nature of work (Beal, Weiss, Barros, & MacDermid, 2005), we examine research and theory relevant to the study of momentary recovery in the workplace. Specifically, we propose that the nature of within workday breaks influences the levels of psychological resources, which in turn influence various workplace outcomes. First, we discuss the momentary approach to studying ...

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