The Non-White Standard: Racial Bias in Perceptions of Diversity, Equity, and Inclusion Leaders

In response to calls for greater diversity, equity, and inclusion (DEI) in the workplace, many organizations have implemented a leadership role dedicated to advancing DEI. Although prior research has found that the traditional leader is associated with being White, anecdotal evidence suggests DEI leader roles are predominantly held by non-White individuals. To examine this contradiction, we draw on social role and role congruity theories to conduct three preregistered experimental studies (N = 1,913) and explore whether the DEI leader role diverges from the traditional leader role such that observers expect a DEI leader to be non-White (i.e., Black, Hispanic, or Asian). Our findings indicate that DEI leaders are generally presumed to be non-White (Study 1) and that observers perceive traits associated with non-White, rather than White, groups correspond more strongly with traits required for the DEI leader role (Study 2). We also explore the effects of congruity and find non-White candidates receive stronger leader evaluations for a DEI leader role and that this relationship is mediated by nontraditional, role-specific traits (i.e., commitment to social justice and suffered discrimination; Study 3). We conclude by discussing the implications of our work for DEI and leadership research as well as for work drawing on role theories.

Automated summary

In response to calls for greater diversity, equity, and inclusion in the workplace, organizations have implemented a DEI leadership role. This study explores the expectations and perceptions of DEI leaders, finding that they are generally assumed to be non-White and that traits associated with non-White groups are perceived to align more strongly with the role. The study also reveals that non-White candidates are evaluated more positively for a DEI leader role, mediated by nontraditional, role-specific traits.