Gender, Race, and Diversity Values Among Local Government Leaders

Abstract

Despite the increased emphasis placed on diversity and inclusion, there is relatively little research that focuses on diversity values in small and medium-sized cities. This research uses data from a 2016 nationally representative survey to investigate how city department leaders’ perceptions of their organizations valuing diversity are related to the identity of the department head, the mayor, and the community. We find that women and people of color are underrepresented in city department leadership. Reporting that one’s organization values racial and gender diversity is significantly related to respondent gender, respondent race (for women), mayoral race (for women), and diversity in the community (for men), and that the interaction of mayoral and community identity is related to perceived diversity values. We conclude with a discussion of what these findings mean for diversity and inclusion in practice in local government departments, which often lack demographic diversity.

The Role of Inclusive Leadership in Supporting an Inclusive Climate in Diverse Public Sector Teams

“…RMSEA = root mean square error of approximation; AIC = Akaike's information criterion; BIC = Bayesian information criterion; CFI = comparative fit index; TLI = Tucker-Lewis index; SRMR = standardized root mean square residual; CD = coefficient of determination. diversity dimensions or socially constructed identities, and these dimensions coincide, these fault lines or "intersectionalities" more often result in intergroup biases and the exclusion of those who are different, disrupting the full integration of diverse team members, hindering the utilization of their diverse strengths (Feeney & Camarena, 2019;Mayo et al, 2016;Van Knippenberg et al, 2004;Van Knippenberg & Schippers, 2007). This would explain why teams that are more heterogeneous experience a less inclusive climate than teams that are more homogeneous.…”

“…Representative bureaucracy theory argues that public organizations tend to value diversity for its potential contribution to the organizations’ responsiveness to diverse needs in the general population (Bishu & Kennedy, 2019; Feeney & Camarena, 2019; Groeneveld & Van de Walle, 2010; McDougall, 1996; Riccucci, 2009). Although these studies assume positive diversity outcomes in terms of improved policy outcomes and interaction between public employees and citizens, they often overlook organizational processes that affect the inclusion of diverse individuals.…”

“…Abovementioned mechanisms indicate that inclusiveness depends on interactions between team members. To realize public organizations’ goals of representativeness and responsiveness to a diverse society (Bishu & Kennedy, 2019; Feeney & Camarena, 2019), identifying and understanding how leadership enables an inclusive climate in diverse public sector teams is needed. This study, therefore, examines the role of inclusive leadership in supporting an inclusive climate within diverse teams.…”

Beyond a Numbers Game? Impact of Diversity and Inclusion on the Perception of Organizational Justice

“…While workforce diversity improves creativity and innovation and enhances an organization's representativeness, targeted recruitment can backfire if it makes women and racially underrepresented members feel like they are “tokens” and only selected to fulfill the organization's affirmative action goals (Dolan 2004; Riccucci and Meyers 2004; Riccucci and Van Ryzin 2017; Soni 2000; Wilkins and Keiser 2006). This perception may lead women and BIPOC to feel less visible, engaged, recognized, and confident, thus, pushing them further into the exclusion continuum (Bae et al 2017; Feeney and Camarena 2019; Guy 2017). Furthermore, studies also have shown that female leaders in a male‐dominated management environment receive less cooperation from their peers and receive lower compensation than their male counterparts (AbouAssi, Bauer, and Johnston 2019; Riccucci and Saidel 1997).…”

When Knowing is Caring: Examining the Relationship Between Diversity Exposure and PSM

“…Similarly, scholars have regularly highlighted the importance of diversity management in public sector work (e.g., Pitts, 2006; Sabharwal et al, 2018). For instance, Feeney and Camarena (2019) find that, in municipal governments of small and mid-sized cities, public workers remain relatively homogeneous and report quite varied assessments of their organizations’ valuation of diversity. This portends trouble in achieving equity in the public workforce since nonwhites (and whites) report lower job satisfaction in predominantly white organizations (Choi, 2017).…”