An Intersectional Analysis of the Workplace Experiences of African American Female Athletic Directors

McDowell, Jacqueline; Carter‐Francique, Akilah R.

doi:10.1007/s11199-016-0730-y

Cited by 65 publications

(74 citation statements)

References 40 publications

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“…The findings of McDowell and Carter‐Francique (2017) support the need for intersectional analysis in identity and leadership research. Their face‐to‐face interviews with African American female athletic directors demonstrate how overlapping stereotypes become obstacles to professional success.…”

Section: Resultsmentioning

confidence: 85%

“…There is general agreement amongst the researchers cited here that understanding the intersectional nature of identities for CALD women is crucial to investigating the complex obstacles they face (Liang & Peters-Hawkins, 2017;Lloyd-Jones, 2009;McDowell & Carter-Francique, 2017;Moorosi et al, 2018;Nixon, 2017;Reed, 2012;Sanchez-Hucles & Davis, 2010;Wrushen & Sherman, 2008). Currently there is a very small group of studies addressing this gap.…”

Section: Discussionmentioning

confidence: 86%

“…Their face‐to‐face interviews with African American female athletic directors demonstrate how overlapping stereotypes become obstacles to professional success. In particular, the study revealed how fundamentally troublesome it is to identify the source of bias, whether it is due to gender or a CALD background (McDowell & Carter‐Francique, 2017). Some of the participants in this study would refer to the “angry Black female stereotype” when trying to make sense of the source of bias, such as the case of one respondent who noted that perceptions of aggressiveness were linked to being female and perceptions of anger were linked to race or ethnicity (McDowell & Carter‐Francique, 2017, p. 399).…”

Section: Resultsmentioning

confidence: 99%

“…Their work proposes that organizations should consider this kind of data in strategizing their development and promotion of leaders and how they can optimize their staff, teams, and human resources (Gee & Peck, 2018). However, similar to the previous study by Hardy-Fanta et al 2006 Cultural diversity creates different leadership experiences for women (McGee, 2018) Perceptive ability to identify disadvantage in the workplace allowed CALD women leaders to appropriately negotiate through the barriers and focus on novel yet effective ways to achieve their career goals (Lloyd-Jones, 2009) CALD women leaders report more barriers to success and less support for career development from their workplace as compared to non-CALD women (Key et al, 2012) For CALD women, it is fundamentally and doubly arduous to identify sources of bias, whether it is due to gender or CALD background (McDowell & Carter-Francique, 2017;Sanchez-Hucles & Davis, 2010) Strong personal agency and a firm sense of self, in particular a resilient self-image, enabled a foundation against the challenging and at times, hostile situations they found themselves in throughout their journey to leadership (Jean-Marie, Williams, & Sherman, 2009;Liang & Peters-Hawkins, 2017) CALD women leaders may be assessed more negatively in circumstances of poor organizational performance (Rosette & Livingston, 2012) Gender and cultural backgrounds may influence leadership style but do not predetermine leadership success or effectiveness (Sanchez-Hucles & Davis, 2010)…”

Section: Finding Evidence Of Underrepresentationmentioning

confidence: 99%

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Caught in two worlds: A critical review of culture and gender in the leadership literature

Corpuz

Due

Augoustinos

2020

Social & Personality Psych

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The concept of intersectionality, the overlapping nature of social identities and systems of power, has become increasingly influential in the social sciences literature. However, the analysis of leadership experiences at the intersections of culture and gender has remained marginal to the field despite the rapid growth of diverse workplaces worldwide. This review aims to find out whether there is evidence of underrepresentation of culturally and linguistically diverse (CALD) women leaders, analyze common theoretical developments in the literature, and recommend an agenda for further research. In this study, published, peer-reviewed qualitative and quantitative articles were examined. This critical appraisal identifies three evolving strands of research from the past 20 years. The majority of the manuscripts highlight the absence of CALD women in the leadership literature, describe the obstacles they face, and illustrate how they view their role and enact leadership. This paper discusses the areas central to intersectional leadership that require further examination to better understand the underrepresentation of CALD women in leadership positions.

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Section: Resultsmentioning

confidence: 85%

Section: Discussionmentioning

confidence: 86%

Section: Resultsmentioning

confidence: 99%

Section: Finding Evidence Of Underrepresentationmentioning

confidence: 99%

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Caught in two worlds: A critical review of culture and gender in the leadership literature

Corpuz

Due

Augoustinos

2020

Social & Personality Psych

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“…Sport leadership scholars have documented the adverse impact of occupational segregation in athletic departments (McDowell et al, 2009 ; Cunningham, 2010 ; Burton and Leberman, 2017 ; McDowell and Carter-Francique, 2017 ). The phenomenon of occupational segregation has an adverse impact upon women and racial minorities, but when examining specific historically marginalized communities, Blacks experience distinctive challenges.…”

Section: Barriers Facing Racial Minoritiesmentioning

confidence: 99%

A Call for Culturally Responsive Transformational Leadership in College Sport: An Anti-ism Approach for Achieving Equity and Inclusion

et al. 2020

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A longstanding fact in college sports in the United States (U.S.) is the reality that inequities, inequalities, and discrimination have been major issues preventing institutions from fostering harmonious diversity and inclusion. Several reasons for these persistent outcomes include the prevalence of implicit bias, homologous reproduction, hegemonic, and toxic masculinity/patriarchy, colorblind racism, and abstract liberalism to name a few. In addition, multi-level factors (macro-, meso-, and micro-) also influence the existence and salience of negative organizational cultures and climates particularly for groups that are underrepresented and marginalized in society. Despite the fact several leadership styles have been enacted and numerous policy reforms have been adopted over the years, inequities in representation, occupational mobility, position retention, and quality of experiences persist along racial and gender lines. As a result, the purpose of this manuscript is to offer innovative transformational leadership approaches that incorporate anti-racism, anti-sexism, and culturally responsive stances toward achieving true equity and inclusiveness in sport. Using interdisciplinary theories such as the anti-racism framework and culturally responsive leadership, this manuscript presents a paradigm shift for college sport leadership with the intent of cultivating paramount experiences for people across diverse backgrounds.

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Gender Inequities in Collegiate Sport

Johnson¹,

Newton²

2020

The Wiley Handbook of Gender Equity in Higher Education

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An Intersectional Analysis of the Workplace Experiences of African American Female Athletic Directors

Cited by 65 publications

References 40 publications

Caught in two worlds: A critical review of culture and gender in the leadership literature

Caught in two worlds: A critical review of culture and gender in the leadership literature

A Call for Culturally Responsive Transformational Leadership in College Sport: An Anti-ism Approach for Achieving Equity and Inclusion

Gender Inequities in Collegiate Sport

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