Diversity in leadership: race in leader-member exchanges

Abstract

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Exploring the Crabs in the Barrel Syndrome in Organizations

“…These behaviors collectively revealed detrimental outcomes such as turnover, barriers to advancement, and negative emotions for the targets. Thus, while this study contributes to the conceptualization of selective incivility among targets and instigators with a shared social identity, the CBS framework can be useful for understanding other instances where individuals behave counter to group norms, values, and expectations with individuals of a shared identify, such as a lack of support from a supervisor (e.g., Paustian-Underdahl et al, 2017), greater relationship conflict with a subordinate (e.g., Miller et al, 2018), and lower leader–member exchange between a supervisor and subordinate (e.g., Randolph-Seng et al, 2016).…”

Black Male Executives in Higher Education: The Experience of Ascending the Academic Leadership Ladder

“…The persisting disparities in corporate, political, and higher education environments suggest that prototypical leadership models are inadequate (Chin & Trimble, 2014). Consideration of relational and contingency theories of leadership as they relate to dimensions of identity illuminates how leader-follower relationships and the appropriateness of leader behaviors may be affected by race, and gender (Eagly & Chin, 2010;Randolph-Seng et al, 2016). According to Naylor et al (2015), the underrepresentation of Black males in higher education is a problem of access, affordability, and attainment.…”

Leadership expectation gap and LMX quality: ethnic and nationality dissimilarities as moderator

“…Demographic similarity and dissimilarity among leader-followers have been found to have significant effects on how leaders look upon their followers, how leaders distinguish their roles in the organisation and how organisational members interact among each another (Randolph-Seng et al, 2016). Social identity theory (Tajfel and Turner, 1986) provides a conceptual basis in examining whether demographic similarity and dissimilarity are associated with reaction to negative feedback.…”

“…It has been identified that both cultural differences and similarities can explain behaviours (Church et al , 2010). Based on the similarity–attraction paradigm, members of a leader–follower dyad who share similar demographic characteristics are likely to have a more positive relationship (Randolph-Seng et al , 2016). This is because individuals who are demographically similar often believe they are similar, in spite of the differences in values, beliefs and expectations (Duffy and Ferrier, 2003).…”