People are more likely to choose candidates whose gender would increase group diversity (e.g., women in a male-dominated environment) when hiring multiple group members rather than when making a single, isolated hiring decision.

Experiential learning may be more effective in training employees to recognize and address unconscious bias than less interactive anti-bias initiatives.

Restructuring competitions in lab settings and in the workplace so that competition is the default significantly reduces the gender gap and may decrease gender imbalances in leadership positions or career trajectories in organizations.

Female leaders exhibiting high levels of relational behaviors are trusted more than male leaders exhibiting high levels of relational behaviors when organizations are in crises with low uncertainty about consequences.

Paid family leave policies support the health of families with newborn children, with particular improvements in health status and psychological distress in mothers and particular benefits in reduced alcohol use in fathers.

When faced with competitive workplaces, women and African Americans are less likely to join teams that include other women or African Americans than when faced with non-competitive workplaces.

In male-dominated fields, quantitative performance ratings for judging a professor’s merit elicit more gender bias when ratings are assessed on a 10-point scale than when assessed on a 6-point scale.

The gender gap in self-promotion persists even when incentives to self-promote are removed and information about other people's average level of self-promotion is provided.

When working mothers are seen as breadwinners, they are offered higher salaries and more leadership training opportunities in the workplace. 

The presence of diversity programs (such as diversity training or affirmative action) makes it more difficult for women to detect sexism, than when diversity structures are absent.