Does diversity-valuing behavior result in diminished performance ratings for nonwhite and female leaders?

GENERAL

Research Abstract
Does diversity-valuing behavior result in diminished performance ratings for nonwhite and female leaders?

We seek to help solve the puzzle of why top-level leaders are disproportionately white men. We suggest that this race- and sex-based status and power gap persists, in part, because ethnic minority and women leaders are discouraged from engaging in diversity-valuing behavior. We hypothesize and test in both field and laboratory samples that ethnic minority or female leaders who engage in diversity-valuing behavior are penalized with worse performance ratings; whereas white or male leaders who engage in diversity-valuing behavior are not penalized for doing so. We find that this divergent effect results from traditional negative race and sex stereotypes (i.e. lower competence judgments) placed upon diversity-valuing ethnic minority and women leaders. We discuss how our findings extend and enrich the vast literatures on the glass ceiling, tokenism, and workplace discrimination.

This report  reviews how their findings extend and enrich the vast literatures on the glass ceiling, tokenism, and workplace discrimination.

BIBLIOGRAPHY

Journal
David R. Hekman, Stefanie Johnson, Maw Der Foo, and Wei Yang
Academy of Managment Journal
5
March 2016
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Academy of Management Journal
P. O. Box 3020 Briarcliff
Briarcliff Manor
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United States
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