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PurposeThis research applies social identity theory (SIT) to examine how White diversity, equity, and inclusion (DEI) professionals perceive their role and contributions to advancing workplace DEI.Design/methodology/approachInterpretative phenomenological analysis (IPA) was used to structure and guide the study, and data were collected from interviews with 16 White DEI professionals.FindingsThe SIT concept of social categorization was selected as a framework to discuss the findings, which were divided into two sections: in-group identity and out-group identity. The participants' in-group identities demonstrated how the participants leveraged the participants' Whiteness to grant the participants the influence and agency to perform DEI work. The participant's out-group identities revealed how the participants attempted to decenter the participants' Whiteness and unpack insecurities related to the participants' White identity and DEI contributions. Each of these findings has been associated with a specific role: leader, beneficiary, ally and pathfinder.Practical implicationsThe practical implications of this study are critically examining White DEI employees' lived experience to develop an understanding of Whiteness while holding White people accountable for DEI efforts within workplaces.Originality/valueDeeper and more honest conversations are needed to explore the phenomenon of how White DEI professionals enact and perceive the DEI contributions of the White DEI professionals. Therefore, this paper will provide further discussion on literature concerning White individuals engaged in organizational-level DEI work.

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On an annual basis, Fortune releases the top 500 revenue-generating companies in the United States, referred to as the Fortune 500 collectively. The leadership team of these organizations is under scrutiny for their lack of diversity at the upper levels of management. In fact, in the history of releasing this report, there has only been one out lesbian in the CEO position (appointed in 2018). This phenomenological study of lesbians who are the senior executive levels of Fortune 500 companies seeks to understand their lived experiences within corporations to better understand what barriers, if any, exist for lesbians at the highest levels of corporations. What resulted was a discussion and insight into how these high-level leaders are redefining executive presence to incorporate more of who they are authentically versus the mold of a leader that they have been coached to or observed during their ascent to the top of corporate leadership ranks. The goal is to challenge the academy and corporations to utilize theories, such as queer theory, that push outside of traditional research to understand and fix issues related to gender more thoroughly.

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