An Examination of the Barriers to Leadership for Faculty of Color at U.S. Universities

Freeman, Sydney; Krier, Karen; Al-Asfour, Ahmed; Thacker, Russell

doi:10.28945/4373

Cited by 4 publications

(8 citation statements)

References 26 publications

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“…Mentoring is one of the most valuable facilitators for the career progression of marginalized out groups (Chance, 2022; Freeman et al, 2019). Migrants are seeking out networking opportunities and career support for career progression in our research findings.…”

Section: Discussionmentioning

confidence: 99%

The effect of race and foreign accent on managers’ career progression

Sultana

Pekerti

Okimoto

et al. 2023

Int'l Jnl of Cross Cultural Management

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This paper investigated immigrant groups’ attributes as factors inhibiting immigrants’ career development and progression vis-à-vis local-born-mainstream-groups. Drawing on the Stereotype Content Model (SCM) of warmth and competence, we examined perceptual cues (surface-diversity) and factors that act as career progression barriers. Results revealed race (white, non-white) and accents, rather than immigrant-status, were largely responsible for perceiving barriers. Immigrant non-white managers had more limited access than immigrant white managers to informal networking, mentoring and career support irrespective of their immigrant-status. Immigrant managers did not identify perceptual biases as factors that shape their unequal access to career development opportunities, suggesting a gap between experienced and perceived bias. SCM’s interdisciplinary theoretical implications are discussed contributing to diversity management practices in international contexts.

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Section: Discussionmentioning

confidence: 99%

The effect of race and foreign accent on managers’ career progression

Sultana

Pekerti

Okimoto

et al. 2023

Int'l Jnl of Cross Cultural Management

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show abstract

“…Often, organizations rush to implement DEI programs in response to internal and external pressures, without investing time to understand the current state of DEI in the organization and the areas of opportunity (Buttner et al, 2012;Nadiv & Kuna, 2020;Oud, 2019). As a result, organizations often resort to popular interventions like DEI training, DEI events with motivational speakers, and investment in minority communities which usually does not yield the desired inclusive work environment (Freeman Jr. et al, 2019;Koury et al, 2019;. Designing and implementing programs that do not align with the DEI needs of the organization often leads to employee frustrations, diminished trust, backlash, resistance, and failure (Buttner et al, 2012;Cassell et al, 2021;Velasco & Sansone, 2019).…”

Section: Finding 1: Dei Solutions Do Not Align With Organizational De...mentioning

confidence: 99%

“…A comprehensive review of the current DEI status allows the organization to see what is lacking, what needs to be improved and what needs to stop so the organization can tailor their DEI strategy to specific needs that create targeted benefits. In addition, it is essential to understand the existing structures that created the current inequities because failure to address these structures may lead to failure of the new initiatives (Buttner et al, 2012;Freeman Jr. et al, 2019;Oud, 2019). The identified gaps will avoid duplication of efforts and allow the focusing of resources where needed (Buttner et al, 2012;.…”

Section: Finding 1: Dei Solutions Do Not Align With Organizational De...mentioning

confidence: 99%

“…Organizations should ensure employee input is included in the review, as they are the primary reason DEI initiatives are being implemented. The current DEI status of the organization provides evidence and data that can be used to design an evidence-based strategy that will not only be effective but more likely to be successful (Cassell et al, 2021;Celik et al, 2008;Freeman Jr. et al, 2019;Nadiv & Kuna, 2020). Employees are more likely to be accepting and trusting of DEI initiatives that are grounded in evidence-based gaps in the organization over initiatives that appear to be arbitrary (Mercer-Mapstone et al, 2021;Stanley et al, 2019).…”

Section: A Nwoga Open Journal Of Business and Managementmentioning

confidence: 99%

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Breaking the Invisible Wall: Barriers to DEI Program Implementation

Nwoga

2023

OJBM

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Many organizations acknowledge the importance of creating inclusive workspaces but struggle with implementing effective DEI initiatives. The purpose of this study is to uncover the internal organizational barriers to effective DEI program implementation in organizations. The researcher conducted a comprehensive database search and quality appraisal for the best available data resulting in the inclusion of 13 high-quality articles. Synthesis of evidence that emerged from inductive thematic coding of the 13 articles yielded findings of this study which are-DEI solutions not aligned with organizational DEI needs, no pre-mortem to minimize implementation challenges, and organizational culture at odds with DEI strategy. A limitation of this study is the small number of articles synthesized so the study may not have addressed all the contexts related to this study. This study highlights the importance of hiring a DEI consultant to help organizations navigate the DEI initiatives implementation process, conducting a DEI audit to understand the DEI status of the organization and existing gaps, setting DEI goals based on existing gaps and incorporating metrics to track and measure success. This study provides a good starting point for organizations looking to implement DEI initiatives effectively.

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“…However wellprepared these scholars might be, multiple factors persist that prevent underrepresented groups from achieving leadership positions. Faculty of color, whether they have earned doctoral degrees or not, are rarely considered for their leadership positions and leadership potential (Freeman et al, 2019). Therefore, one additional goal of CAMPOS was to build leadership skills and confidence for continued success; as a result, the CAMPOS Leadership Institute was established.…”

Section: Campos Programming Componentsmentioning

confidence: 99%

Seeing Self: The CAMPOS Model

Siantz

Brazil-Cruz

2021

Uprooting Bias in the Academy

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Building an inclusive community that diversifies the fields of science, technology, engineering, and mathematics (STEM) is a daunting task, all the more so given the low numbers of Latinas and other underrepresented minority groups (URM) who enter academic STEM disciplines. This chapter takes an in-depth look at one of the novel ADVANCE initiatives—the Center for the Advancement of Multicultural Perspectives on Science (CAMPOS). The center fosters sustainable institutional transformation by collaborating with traditional campus committees to recruit, retain, and promote excellent faculty committed to inclusion while also engaging the broader UC Davis STEM community. Its core mission is to support the discovery of knowledge though multicultural perspectives. CAMPOS creates an environment that is diversity-driven, mentorship-grounded, and career-success-focused. It recognizes the barriers that URM STEM scientists endure within academia and seeks to mitigate those barriers, highlighting the accomplishments of CAMPOS faculty scholars and making URM STEM scientists visible role models. The center is committed to transforming STEM by developing the leadership skills needed to sustain institutional transformation in laboratories, departments, and universities locally, nationally, and globally. The CAMPOS model can be replicated at other universities seeking to change the face of STEM.

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An Examination of the Barriers to Leadership for Faculty of Color at U.S. Universities

Cited by 4 publications

References 26 publications

The effect of race and foreign accent on managers’ career progression

The effect of race and foreign accent on managers’ career progression

Breaking the Invisible Wall: Barriers to DEI Program Implementation

Seeing Self: The CAMPOS Model

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