Are leaders still presumed white by default? Racial bias in leader categorization revisited.

Abstract

In the United States, leaders of the highest valued companies, best-ranked universities, and most-consumed media outlets are more likely to be White than what would be expected based on White people’s representation in the U.S. population. One explanation for this racial gap is that U.S. respondents’ prototype of a leader is White by default—which is, in turn, what causes White (vs. non-White) people to be promoted up the organizational ladder more quickly. Although this explanation has empirical support, its central premise was recently challenged by experimental evidence documenting that U.S. respondents no longer associate leaders, more than nonleaders, with being White. To reconcile these contradictory findings, we conducted three preregistered experiments (N = 1,316) on the topic of whether leaders, more than nonleaders, continue to be associated with Whiteness (i.e., being categorized as White or being represented with stereotypically White qualities). Results suggest that associations between leaders and Whiteness hold up to scrutiny, but that detecting them may depend on what methods researchers employ. In particular, when researchers use direct methods of detecting racial assumptions (e.g., self-report measures), there appears to be no evidence of an association between leaders and Whiteness (Experiment 1). Yet, when researchers use more indirect methods of detecting racial assumptions (e.g., a Princeton trilogy task), an association between leaders and Whiteness readily emerges (Experiments 2 and 3). In short, although respondents refrain from freely expressing associations they may harbor between leaders and Whiteness, these associations do not appear to have dissipated with time.

The non-White standard: Racial bias in perceptions of diversity, equity, and inclusion leaders.

“…In contrast to prior research that finds a traditional leader is presumed to be White (Petsko & Rosette, 2023; Rosette et al, 2008), we find this racial association does not apply to a DEI leader role. Based on our findings, observers are more likely to expect a DEI leader is non-White, and this assumption is supported by perceptions that traits inherent to non-White groups correspond with traits required for effective DEI leadership.…”

“…While traditional leaders are often presumed to be White (Petsko & Rosette, 2023; Rosette et al, 2008), Study 1 provides initial evidence that social perceivers are more likely to assume a DEI leader is non-White. Furthermore, we were able to rule out alternative explanations; an organization’s industry and base rates of the workforce do not significantly influence perceptions of the DEI leader’s race.…”

At the Intersection: The Influence of Race on Women’s Leadership Self-Efficacy Development

“…Compared to White women, Latina, Black, and Asian American women often experience greater negative stereotyping, bias, and discrimination based on the intersection of both gender and race. Indeed, leaders are more often perceived to be White than Black, Asian, or Latino/a (Petsko & Rosette, 2023; Rosette, Leonardelli, & Phillips, 2008). Race-related stereotypes also may become particularly influential in inducing stereotype threat, which hampers LSE.…”

Simply the best? Star performers and high‐potential employees: Critical reflections and a path forward for research and practice

“…Inequities experienced by would‐be HiPos from marginalized groups begin before HiPo identification. Stereotypes of leaders as male and White (Petsko & Rosette, 2002; Rosette et al., 2008) have a significant impact on HiPo identification processes. Indeed, role‐congruence theory highlights the qualities often displayed by females as incongruous with the stereotypical qualities of (male) leaders, such as competitiveness, ambition, and execution (Eagly & Karau, 2002).…”