Identity and Diversity

Identity and Diversity

Practitioner articles in Harvard Business Review, MIT Sloan Management Review, and IbyIMD

How to Intervene When You Witness a MicroaggressionWomen, ethnic- and racial-minority, and LGBTQ people commonly experience microaggressions in the workplace. These behaviors often surface in the form of jokes, exclusion of some voices in meetings, or subtle remarks that denigrate the recipient. Those who experience frequent microaggressions are more likely to feel excluded, to disengage, and ultimately leave their teams and organizations. In the authors’ recent research, they explored the experience of microaggressions for women leaders in STEM. In doing so, they uncovered some fascinating findings about the important role allies can play in any organization or field. They present three ways you can act as an ally when you witness microaggressions at work, no matter your level of seniority.

How Women Manage the Gendered Norms of LeadershipA wealth of research shows that female leaders, much more than male leaders, face the need to be warm and nice, as well as competent or tough. The problem is that these qualities are often seen as opposites. Alleviating this double bind requires changing our deeply-embedded societal expectations for what it means to be a woman and what it takes to lead. But until we get there, women still have to navigate the many tensions that come with leading. Researchers wanted to know how successful women experience and manage these paradoxical demands on a day-to-day basis. They interviewed 64 top-level women leaders from 51 different organizations in the United States. They found these women have to confront a number of paradoxes that stem from the need to be tough and nice, and they identified a few strategies these leaders use to manage them.

What to Do About Employees Who Consciously Exclude WomenConscious “excluders,” who despite various corporate interventions, continue to treat some folks differently due to their social group membership, may help explain the recent stagnation in progress toward gender equality in organizational leadership. While excluders’ excuses for such behavior vary, the outcome is quite consistent: Excluders disadvantage women’s employment opportunities, perpetuating inequality in various ways. The authors present five concrete practices to try to keep excluders out of your organization in the first place and to identify and appropriately deal with those who are already there. This story of exclusion isn’t exclusive to gender diversity. These practices can detect the bad apples who exclude women, mothers, childfree women, people with disabilities, members of racial and ethnic minorities, mature employees, LGBTQ+ persons, etc.

Diversity & Inclusion: a case of targets, quotas or freewheeling?The data on job losses during the pandemic make Diversity & Inclusion targets more pressing than ever.

The 3 easy steps managers can take to foster inclusionIf the benefits of inclusion are so widely understood, then why are so many teams and organizations still struggling to foster it? Enter the invisible barriers to inclusion.

Getting diversity & inclusion rightDo's and don'ts for adopting diversity and inclusion in organisations

Peer Reviewed Academic Publications

For a complete list, please see Google Scholar

Journal of Business Ethics: https://link.springer.com/article/10.1007/s10551-022-05203-0

Academy of Management Review: https://journals.aom.org/doi/abs/10.5465/amr.2013.0102

Leadership Quarterly: https://www.sciencedirect.com/science/article/pii/S1048984318302339?via%3Dihub

Leadership Quarterly:

https://www.sciencedirect.com/science/article/pii/S1048984317300851

Political Psychology: https://onlinelibrary.wiley.com/doi/abs/10.1111/pops.12880

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