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Two traits – warmth and competence – govern social judgments of individuals and groups, and these judgments shape people's emotions and behaviors. The present chapter describes the causes and consequences of warmth and competence judgments; how, when and why they determine significant professional and organizational outcomes, such as hiring, employee evaluation, and allocation of tasks and resources. Warmth and competence represent the central dimensions of group stereotypes, the majority of which are ambivalent – characterizing groups as warm but incompetent (e.g., older people, working mothers) or competent but cold (e.g., “model minorities,” female leaders), in turn eliciting ambivalent feelings (i.e., pity and envy, respectively) and actions toward members of those groups. However, through nonverbal behaviors that subtly communicate warmth and competence information, people can …