Diversifying the Workplace With Leadership Advancement

Many organizations strive to achieve a diverse and inclusive workplace. For minority groups, it can be difficult to advance to leadership positions. There does seem to be a “trickle-down” effect when lower percentages of minorities groups sit in higher levels of a company. This has been attributed to social network theory which asserts the minority groups are in lower status positions which limits their upward mobility because of lack of social capital. However, the theory does not account for disparities between minority and majority members of the same levels within a company. To understand this, researchers in the Academy of Management Review examined how minority and majority groups utilize and interact with their networks.

The researchers proposed a model that identified two ways employees utilize their networks. The first method, career utilization, involves engaging with network connections to advance career opportunities. An example of this would be sharing professional goals with prominent leaders. The second method, work utilization, focuses on task performance. It involves asking leaders for feedback on performance after a project. It helps to increase visibility and credibility.

The research revealed that for minority groups, both methods can be difficult. Career utilization requires having confidence that professional goals will be taken seriously. For minority groups, who oftentimes do not see minority representation in leadership positions, may have a difficult time seeing themselves actualizing these goals. Further, network connections may have a biased view of leadership and favor those in the majority group. This could lead to minority members being unconsidered or dismissed among decision-makers when new opportunities arise.

Minority groups may also be hesitant about work utilization. They may fear appearing incompetent—a stigma attached to minority groups—especially if less-tenured. Majority groups may be more likely to approach their network connections regarding task performance because this vulnerability is absent.

What is the best way to address these disparities? By establishing networks that increase diversity and grant visibility. These kinds of networks can break down implicit associations of what successful leaders look like. They can create more diverse connections for employees. They can also allow minority members to see organizational leaders who are similar to them.

Khattab, J., van Knippenberg, D., Nederveen Pieterse, A., & Hernandez, M. (2020). A network utilization perspective on the leadership advancement of minorities. Academy of Management Review, 45(1), 109-129.