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Exhaustion of Black women in corporate settings: a study to identify helpful interventions

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Exhaustion of Black women in corporate settings: a study to identify helpful interventions

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Content Exhaustion of Black Women in Corporate Settings:
A Study to Identify Helpful Interventions
by
Gaile Alexandra Gwynn
Rossier School of Education
University of Southern California
A dissertation submitted to the faculty
in partial fulfillment of the requirements for the degree of
Doctor of Education
May 2024

© Copyright by Gaile Alexandra Gwynn 2024
All Rights Reserved

The Committee for Gaile Alexandra Gwynn certifies the approval of this Dissertation
Maria Ott
Jennifer Zuchowski
Monique Claire Datta, Committee Chair
Rossier School of Education
University of Southern California
2024

iv
Abstract
The lack of effectiveness of Diversity, Equity, and Inclusion (DEI) interventions in corporate
settings on Black women is apparent. Black women are exhausted, and the affect is deleterious to
their personal health and the workplace. More specifically, Black women are disproportionally
impacted by negative health outcomes and exiting corporate settings based on their experience.
The intersection of race and gender can result in disparate treatment at the simultaneous
experience of sexism and racism, defining gendered racism. Gendered racism poses a plethora of
barriers in life and in the workplace. Recognizing the problem and subsequent negative impact
on Black women’s lives, this study sought to understand the experience of Black women in
corporate settings and foster a conversation around DEI interventions that would improve their
experience. The study participants were Black women from various industries and roles,
inclusive of some DEI practitioners. The results and findings demonstrated that the most relevant
and pressing concern was the exhaustion of Black women in corporate settings and the need to
be seen, valued, and heard by Black women and others. This study provides recommendations
developed by considering the multifaceted problem and includes the audience of impact in the
co-creation of interventions to impact change in their experience. By including the audience of
most impact in the telling of their stories, the groundwork for sustainable, systemic, and
transformative change can commence.
Keywords: DEI, intersectionality, gendered racism, workplace experience, double
jeopardy, double marginalization, double discrimination, exhaustion, Black woman.

v
Dedication
To my Lord and Savior, Jesus Christ, thank you! You put a calling on my life and a fire in my
spirit and with the faith of a mustard seed I went on a journey. Unbeknownst to me this journey
at USC would be transformative, full of introspective work and a test of endurance. I would not
be writing this dissertation without you as the head of my life, so I thank you - eternally.
To my mom, the Black woman I most admire, who has shaped me and taught me everything I
know about this life, thank you. You taught me about God, loving my children and modeled how
to be a Black woman of esteemed excellence with such grace. Thank you for the prayers,
encouragement, and the push to never settle, always reminding me there was more for me. My
goal in life was to make you proud and to know your sacrifice meant everything to me. To my
father, I hope I’m making you proud in heaven. Your fight for historically marginalized groups
lives on through me, and I won’t stop fighting until we are together again.
To my husband, my man, my rock, and biggest fan. There are no words to express my gratitude
for helping me achieve this major milestone in our lives. I thank you for whipping my tears,
managing my fears, and holding down the house to ensure I finished. Thank you, just doesn’t
seem like enough. Pursuing this dream unincumbered based on your level of support is
immeasurable.
To my children, Terry and Peighton. Thank you for your patience and understanding while
mommy was doing this work. This research is for all humankind so the world may be a more just
place for you to thrive. I love you and I dedicate this work to you and your future.

vi
Acknowledgements
A dream actualized through the privilege of pursuing purpose through robust study and
research, as a result of community. This dissertation was made possible by so many incredible
people in my life. Infinite appreciation to the individuals who served on my committee. Although
no longer on my committee due to unforeseen circumstances, Dr. Jennifer Phillips always
supported me through what felt like the impossible during this journey. She pushed me to go
harder, deeper, she believed in me, and it was palpable. Chair, Dr. Monique Datta, the first
professor I had a real, genuine, and authentic partnership with on this journey. Thank you for
your grace, patience, and the affectionate paper shred. I always knew you cared through the
constructive feedback and pushes you gave to give my best, even when I thought there wasn’t
anything left. Dr. Jennifer Zuchowski, a divine connection established through your service in
coming back to empower other Trojans. Thank you for taking me under your wing and lifting me
when I needed to be lifted to sustain this flight. Dr. Maria Ott, thank you for jumping in when
change was needed on the committee, your voice and zeal for impactful leadership reverberated
in my mind as I wrote about improving workplaces. I also owe much gratitude to so many of my
colleagues, namely Dr. Brian Kraus, Dr. Samantha Presley, doctoral candidate Robert Perez, so
many individuals in cohort 20, now family who made sure No Doctor Left Behind #NDLB.
Incredible Black women in my personal sister girl circle and study group and now doctoral
candidates, Janeen Blige, Keva Brown, Mechelle Garrett, Tamara Newman, Tammy DeaneAlsberry. Thank you.
I am so grateful for the Black women who so willingly shared their voice in this study. I
went in this study with a focus and after hearing their heart and experience, they called me to

vii
something greater in further understanding and calling attention to the exhausting that is our
reality in the workplace. Thank you.
Immense gratitude for your belief in me. In addition to your letter of recommendation in
pursuit of my doctoral degree, your mentorship, coaching, sponsorship, and professional
guidance have helped me become the leader I am today. Eric Tennille, Gregory Wilson and
Grady Wright, you mean more than you know. Thank you.
Yvette Henry, another first and only for an incredible Black woman in my life. Thank
you for being the first and only Black woman in my life at an executive level to see me, hear me,
value me, and advocate for me. I now know what it looks and feels like and will do the same.
You are greatly appreciated. Thank you.
My family, who’s blood runs through my veins, and legacy lives through our name, Terry
Gwynn Sr., Amy Gwynn, Carole Hyman, Gaile Hyman, Robin Little, and Dr. Stacey Little.
Thank you.
My soul sisters and brother, my prayer warriors, my confidants, my tribe - thank you.
You have loved me when I was hard to love and cared for my family as I completed this journey.
Names are in alphabetical order, so I don’t get in trouble, Shamina Aubuchon, Michael and
Candiece Bourne, Laquea Carter, Keyana Garrett, Rachel Dove, Erica Haskins, Jamie Mason,
Hamere Mekonnen, Reana Muhammad, Soraya Parsa, Bianca Robinson, Carmen Ross, Denisha
Smith, Yvonne Pulliam, Taryn Whitehead, Samantha Williams, and Karlyn Wilson.
Courtney J. Gage it hasn’t been a year since you’ve been gone and I’m writing this
acknowledgement the day before your 38th birthday. Your life taught me so many things and
what comes top of mind is to live it to the fullest with dignity, honor, and excellence. In our last
conversation you told me I would finish, and I was capable of anything with God. Every time I

viii
wanted to give up, I kept pushing, not always because I wanted to but because I got to because I
had breath in my body and that was a privilege. Thank you for one of the hardest lessons I’ve
learned in this short life. May you continue to rest as your legacy lives on in so many of us who
strive to do and be the best we can, while we can.
Thank you all from the bottom of my heart. UBUNTU, I am only because you are.

ix
Table of Contents
Abstract.......................................................................................................................................... iv
Dedication....................................................................................................................................... v
Acknowledgements........................................................................................................................ vi
List of Tables .................................................................................................................................. 0
Chapter One: Introduction to the Problem of Practice.................................................................... 1
Background of the Problem ................................................................................................ 2
Field Context and Mission .................................................................................................. 4
Purpose of the Study and Research Question ..................................................................... 6
Importance of the Study...................................................................................................... 7
Overview of Theoretical Framework and Methodology .................................................... 8
Definitions........................................................................................................................... 9
Organization of the Dissertation ....................................................................................... 11
Chapter Two: Review of the Literature ........................................................................................ 12
Evolution of Diversity Management: Continued Opportunity ......................................... 12
The State of Black Women in Corporate Settings............................................................ 15
Systems of Oppression That Impact Black Women in Organizations.............................. 16
Critical Elements of Talent Management Strategy: Employee Experience and
Engagement....................................................................................................................... 24
Indicators of the Employee Experience ............................................................................ 34
Cost of Inclusion and Coping Strategies for Black Women ............................................. 42
Promising Practices for DEI That Impact Black Women ................................................. 45
Theoretical Framework ..................................................................................................... 47
Summary ........................................................................................................................... 48
Chapter Three: Methodology........................................................................................................ 50

x
Research Question............................................................................................................. 50
Overview of Methodology................................................................................................ 50
The Researcher.................................................................................................................. 50
Data Sources..................................................................................................................... 51
Data Analysis.................................................................................................................... 55
Credibility and Trustworthiness........................................................................................ 55
Ethics................................................................................................................................. 56
Chapter Four: Findings................................................................................................................. 59
Participants........................................................................................................................ 60
Findings for Research Question ....................................................................................... 61
Summary of Findings........................................................................................................ 82
Chapter Five: Discussion and Recommendations......................................................................... 84
Discussion of Findings...................................................................................................... 84
Recommendations for Practice ......................................................................................... 91
Limitations and Delimitations........................................................................................... 96
Recommendations for Future Research ............................................................................ 97
Implications for Equity and Connection to the Rossier Mission ...................................... 98
Conclusion ........................................................................................................................ 99
References................................................................................................................................... 102
Appendix A: Interview Protocol................................................................................................. 142
Appendix B: Information Sheet for Exempt Studies.................................................................. 147

xi
List of Tables
Table 1: Diversity Management as a Business Case 14
Table 2: Racial Microaggression, Process, and Their Associated Meaning 30
Table 3: Stereotypical Images of Black Women 33
Table 4: Coping Theme Clusters and Their Associated Meaning 44
Table 5: DEI Promising Practices 45
Table 6: Ethical Issues in Qualitative Research 57
Table 7: Study Participant Demographic Information 61
Table 8: Exhaustion in Corporate Settings for Black Women 65
Table 9: Invisibility Experience by Black Women in Corporate Settings 68
Table 10: The Double Only Articulated 70
Table 11: Assimilation and Code-Switching in Action 72
Table 12: Representation at the Leadership Level Matters to Black Women 75
Table 13: ERGs can Provide Safe Spaces for Black Women to be Heard 78
Table 14: Networking is Essential for Progression of Black Women in Corporate Settings 80
Table 15: Mentoring and Sponsorship are Impactful for Black Women with Access to It 81

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Chapter One: Introduction to the Problem of Practice
The problem of practice in this study is the ineffectiveness of Diversity, Equity, and
Inclusion (DEI) interventions in corporate settings, specifically their lack of positive impact on
Black women. The corporate workplace has intensified its focus on DEI in the 20th century due
to a shifting workforce, as evidenced by an increase in women, varying generations, and multiple
backgrounds in corporate settings (Garg & Sangwan, 2021). Research reveals that more complex
identities, as defined by multiple points of intersection such as Race and gender, increase the
likelihood of individuals experiencing workplace bullying, feelings of oppression, and
unrelenting stress, each of which Black women continue to suffer disproportionately (Hollis,
2022). Black women experience continuous challenges to their identity and authority at the
intersection of at least gender and Race, which results in differential experiences in the
workplace (Collins, 1986, 1998, 1999). LeanIn (2021) reported Black women are two times
more likely than women generally to say their company has not followed through on their DEI
commitments, and less than 50% of Black women feel DEI is of priority at their organization.
According to research, it is unlikely that sex and Race-based discrimination are separate
experiences because it is based on dual identity with a multiplicative versus additive impact
(Berdahl & Moore, 2006). The apparent lack of positive impact from DEI interventions for Black
women is of eminent concern as the amount of money focused on DEI interventions continues to
increase, but the outcomes appear negligible for Black women (Brown, 2023; LeanIn, 2021).
The 2020 global DEI market spend to date is estimated at around 7.5 billion United States
(U.S.) dollars, with an expected increase to approximately 15.4 billion U.S. dollars by 2026
(Global Industry Analysts, 2021). The relationship between DEI and corporate or the DEI
industrial complex is often under a generous amount of critique (Zheng, 2022b). Many

2
companies are willing to invest as the data suggests that diverse companies reap the benefits of
these interventions in terms of competitive success, engagement, innovation, and effective
adaptation (Norbash & Kadom, 2020). On the contrary, DEI interventions can also have the
potential to be perceived as ineffective, which often looks like an inordinate amount of spending,
diversity fatigue, further damage to minoritized populations, and increased privilege for some
workers when solely focused on training that is mandatory (Dreher, 2023; Kalev, 2023). The
emotional tax Black women experience because of these factors, among others, is associated
with harmful effects on their health and ability to thrive in the workplace (Travis et al., 2016).
The harmful effects on Black women’s health include mental, physical, and psychological
components (Hall et al., 2012). Unaddressed, a life-threatening, and business defeating outcome
will continue to ensue. If employers want to do better by women, “they must do better by Black
women” (LeanIn, n.d., para. 1).
Background of the Problem
Women’s challenges related to equity in employment predate the 1970s feminist
movement. The leadership labyrinth was used in the literature to describe the challenges women
of all races face in the assent to leadership (Samuelson et al., 2019). The obstacles are
exacerbated by the incongruency between the law and reality and is further compounded by Race
and class (Ortiz & Roscigno, 2009). Further, Ortiz and Roscigno (2009) asserted, Black women
have a higher likelihood of experiencing increased discrimination in the areas of hiring,
promotion, and harassment as it relates to upward advancement. Dickens et al. (2019) described
the concrete ceiling as an impenetrable surface for some in the workplace, particularly Black
women. This is often a common reality for Black woman due to double marginalization, that is
further intensified by hypervisibility and overexposure of the token experience (Norman et al.,

3
2018). Similarly, the black ceiling is comprised of organizational barriers that constrain Black
women from ascending to senior leadership roles (S. E. Erskine et al., 2021; LaForest &
Judunandan, 2023). As a result, Black women develop several coping strategies and survival
techniques to attempt to lessen the negative outcomes of discrimination (S. E. Erskine et al.,
2021). Between 2021–2032 the projected share of Black women in the labor force is around
8.3% (U.S. Bureau of Labor Statistics, 2021). Despite the projected increase, U.S. workplaces
continue to struggle retaining Black women (Catalyst, 2023a) and subsequently miss an
opportunity on top talent and diverse perspective.
Although the DEI field goes back to the 1980’s, the globe experienced an unprecedented
uprising and subsequent commitment of support from corporate America after the murder of
George Floyd, and countless Black lives lost in 2020 (Baum, 2021). George Floyd’s murder in
particular captured the attention of the globe. He was an unarmed Black man who was murder by
the lethal application of a White Minneapolis police officers’ knee, for 9 minutes and 29
seconds. The scene was captured via cell phone and broadcast widely, causing outrage. The
murder of George Floyd resulted in DEI investments across organizations of all sizes, and
Murray (2020) reported a 123% increase in DEI-related roles in the three months post the
tragedy. Goldstein et al. (2022) stated 53% of Fortune 500 companies currently have a Chief
Diversity Officer (CDO) or similar role. As of July 2022, 100% of Fortune 100 companies
committed to DEI interventions publicly (Colvin, 2022), and more than 75% of Fortune 1000
companies have adopted diversity interventions, suggesting that it is a vital business imperative
(Garg & Sangwan, 2021). However, three years into the work, some organizations are waning in
support and even moving away from their commitments to support change that impacts Black
lives and inclusion overall. Harper (2023) asserted the following list is not exhaustive but

4
encompasses key drivers that are pervasive in the reason for the reticence to move forward: the
commitment was not real, George Floyd corporate DEI response efforts were haphazard, too
much anti-racism at one time, anti-Blackness, white-lash, transphobia, replacement theory fears,
misinformation and disinformation, culture wars have come to work, and executives lack
courage to fight back.
Despite the heavy spending and attention placed on DEI interventions, Black women
continue to struggle in the workplace, a place that was not intended for them regardless of
profession (Henry, 2000). As a result of the inability of organizations to execute policies that
support Black women, many experience a lack of career mobility and inclusion, low job
satisfaction, and increased likelihood to exit their role (A. Jackson, 2022). Although there are
several areas that impact a Black women’s experience, this study’s literature review examines
how DEI interventions impact retention, development, advancement, and inclusion.
Field Context and Mission
The field of focus for this study is the field of corporate DEI. Neither DEI interventions
nor the oppression of Black women are new concepts. The world has a rich history of isms,
including racism, sexism, ageism (Jones et al., 2017) amongst many others such as classism
(Lott, 2012), and heterosexism (Krieger, 2020). In a review of history, the evolution of the DEI
field and its role is evident (Golden, 2024; McLeod et al., 2023). To combat the challenges, the
fight for human and civil rights commenced around 1215 with The Magna Carta, continued
through the U.S. Constitution Bill of Rights (1791), and continues today. However, when
translated into policy, those efforts often did not include women, people of color, and other
traditionally marginalized groups (Davis, 2022). The Universal Declaration of Human Rights

5
(UDHR) was adopted by the United Nations in 1948, declaring human rights were a right to all
people.
The field of Diversity and Inclusion (D&I) dates to at least the 1960s, when legislation
prohibited discrimination based on Race, ethnicity, gender, national origin, and religion (Shore et
al., 2009). The aforementioned legislation was mandated under President John F. Kennedy and
was specific to those employed by the government. In 1964, The Civil Rights Act was
established to eradicate discrimination and focused on voting rights, public accommodations,
desegregation of public education, Equal Employment Opportunity (EEO), amongst other critical
factors to improve life outcomes for those who faced discrimination. By the mid 1970s the U.S.
federal government received a large number of EEO complaints. The vast quantity of EEO
complaints led to the implementation of EEO programs, and EEO roles became more common
place by the 1980s (Kalev et al., 2006). Further, beyond legislation, these researchers suggested
that at a minimum, organizations should utilize interventions such as performance evaluations
for managers, training and development programs, Employee Resource Groups (ERGs), DEI
roles, and diversity councils to improve outcomes.
Publication of the book, “Workforce 2000” in 1987, which projected the future of the
workforce would include more women and traditionally marginalized groups, is often referred as
the impetus for initiating the business case for diversity training (Davis, 2022). However, Ferry
(2020) highlighted that the modern-day DEI movement may obfuscate racial concerns that are
specific to Black people and that little progress has been made in actualizing equity for this
group. From the lens of the business case, several organizations have continued to travel through
the spectrum of commitment to DEI from compliance, to programmatic, followed by human
capital, to ultimately an active disruptor (B. J. Harris, 2020). Despite these efforts, by almost any

6
measure, Black women continue to endure a disproportionate volume of barriers in the
workplace (LeanIn, 2021).
Katz and Miller (2002) altered the focus on managing diversity, to leveraging it to
achieve and sustain higher operational and bottom-line performance. In 1990, among a small
group of practitioners involving Miller and Katz, the term inclusion was pioneered to describe
catalyzing substantive organizational change versus increasing the workforce headcount of
people from diverse backgrounds. This conceptualization of inclusion was designed to highlight
the notion that diversity without inclusion does not work (Biggs, 2017). The shift was needed as
diversity focused on the individual employee's characteristics, but inclusion focused on the
characteristics of the organization’s culture and climate (Garg & Sangwan, 2021). DEI continues
to be a critical focus for organizations as the workforce pursues more diversity.
Historically marginalized populations have continued diversifying the workforce since
civil rights laws made discrimination and segregation illegal in the 1960s (Hewlett et al., 2012).
The research noted a sharp decline in the economic stability of Black women post the 1980’s.
Neal (2004) postulated that decreases in men’s wages and public policy changes may have led to
an influx of privileged White women and less fortunate Black women (Pettit & Ewert, 2009).
The evolving shift includes but is not limited to a changing complexion and the feminization of
the workplace (Holder et al., 2015). The Census Bureau shared data that projected marginalized
populations will become the majority, outnumbering the White population in 2044. DEI focused
efforts are foundational and critical to the experience of Black women in the workplace.
Purpose of the Study and Research Question
This study aims to understand DEI interventions that drive substantive change in the
corporate environment and enhance the experience of Black women. This problem of practice

7
supports achieving equitable outcomes by identifying promising practices that improve the
experience of Black women. As discussed in this chapter, and as will be further defined in the
literature, an employee’s workplace experience can be explored through several factors,
including but not limited to their sense of inclusion, mobility, promotion, job satisfaction, and
retention intention. The committed focus of this study is Black women; however, it is
hypothesized other historically marginalized groups may be positively affected. The intent of this
study is not to perpetuate the mindset that deliberate focus on one or more groups in need takes
opportunity from others but creates more for all through equitable operations. In conception of
this study three key research questions arose, however through reflection one captured the intent
of this study most directly and allowed for a clear focus. The research question that guided this
study was:
1. What DEI interventions are most impactful for Black women in the workplace?
Importance of the Study
It is critical to study this problem of practice because DEI efforts continue to miss the
mark at an excruciatingly high cost (Zheng, 2022b), and, as McKinney (2021) highlighted, Black
women are leaving corporate jobs at an expeditious rate. Black women are the fastest-growing
demographic of entrepreneurs, showing 50% growth in Black-owned businesses by Black
women between 2014 and 2019 (Brownlee, 2022). Before COVID-19, 52% of Black women
planned to leave their employers because of microaggressions, pay inequity, and career
advancement (Catalyst, 2023a). Gendered racial microaggressions are subtle, oppressive slights
that can be verbal, or non-verbal based on one’s identity (Lewis et al., 2016). The absence in
breadth of literature on this topic as it relates to Black women, specifically highlights its
criticality to improving the experience in the workplace. The research did not always

8
differentiate between races, and People of Color (POC) was not a clear designation. Workplace
Inclusion (WI) can generate a positive experience for historically marginalized groups in the
workplace (“Moves to Increase,” 2018). Racial diversity also provides benefits beyond racial
inclusion, but also promotes greater equity regarding gender (Toosi et al., 2012). If inclusion
remains unaddressed, the 2025 projected global DEI spend by Global Industry Analytics of 15.4
billion and growing by 2026 will be futile. Further, the workforce may lose the Black women
they are working to attract, retain, and promote.
Overview of Theoretical Framework and Methodology
The theoretical framework that undergirds this study is intersectionality. Intersectionality
refers to the interactivity of social identities that subsequently impact individuals’ lives as it
relates to oppression and privilege at both the micro and macro level (Bowleg, 2012). Kimberlé
Crenshaw is credited with coining the term intersectionality, popularized by Patricia Hill Collins
(Kallman, 2019), as it pertains to the experiences of Black women in the workplace. However,
Black feminism focused on interests that were not addressed by the Black movement or women’s
movement independently (Gopaldas, 2013). Gopaldas expounded on intersectionality, suggesting
newer definitions expanded the definition to include all social identities beyond its original focus
on race, class and gender; allowing for multiplicatively privileged and oppressed, like a White,
young, male, thin, Christian, heterosexual male. Both privilege and oppression can have many
compounding variables. Cole (2009) posited that double discrimination or double jeopardy
highlights the compounding nature of multiple social statuses and that they can be and often are
experienced simultaneously. Sexism and racism comprise and complicate one another at the
intersection, often where power dynamics endorse and perpetuate social processes within
organizations (Kallman, 2019).

9
The methodology that was used for this problem of practice is qualitative, as the study
sought to understand attitudes, beliefs, and experiences for Black women in the workplace. The
collection and analysis of the data provided the opportunity to obtain and understand the
influence of DEI interventions. The research was comprised of qualitative, semi-structured
interviews. Qualitative interviews provide a depth of understanding of individuals, prioritizing
open-ended questions in a specified area of interest (Butina, 2015). Stratified sampling was used
for the interviews to gain an understanding from Black women, both DEI practitioners and nonDEI practitioners in corporate environments in the United States. The study intended to elevate
the voices of Black women and shed light on promising practices for enhancing the experience
for Black women in the workplace through retention, development, advancement, and inclusion.
Definitions
It is critical to understand the lexicon and terminology around concepts that shape the
conversation around Black women’s experience in the workplace and in the field of DEI.
• Afro-Diasporic Women/Black Women are women from the African diaspora that span a
plethora of ethnic backgrounds, speak many languages, and navigate challenges from
anti-blackness and immigration (S. E. Erskine & Bilimoria, 2019).
• Black feminism is a movement focused on the many aspects of oppression experienced by
Black women (Jacobs, 2019).
• Black woman is any woman who refers to herself as Black and/or African American
(LeanIn, 2021).
• Black ceiling a distribution of power that presents both visible and invisible barriers to
Black individuals in their profession (LaForest & Jadunandan, 2023; McGirt, 2017).

10
• Concrete ceiling refers to the impermeability of the ceiling for marginalized groups in the
workplace as an evolution of the adage “glass ceiling” because glass ceilings could be
broken (Norman et al., 2018).
• DEI industrial complex is the relationship between DEI and corporate settings (Zheng,
2022b).
• Diversity refers to visible or invisible attributes, characteristics, and traits that make up an
individual, such as: Race, gender, ethnicity, abilities, values, age, and so on (Davis,
2022).
• Double discrimination or double jeopardy refers to the additive or multiplicative effects
of having multiple social identities and the potential to experience them at the same time.
(Cole, 2009).
• Emotional tax refers to a heightened experience or feelings of difference as a result of
variation in Race, gender, or ethnicity that has the potential to impact a person’s health,
well-being, and mobility in the workplace (Melaku & Beeman, 2023).
• Equity refers to fairness and providing individuals with what they need to be successful in
comparison to equality, which is sameness and providing everyone with the same support
(Davis, 2022).
• Gendered racism: experience of the simultaneous impact of sexism and racism (Essed &
Muhr, 2018).
• Inclusion is a sense of belonging: feeling respected, valued, and seen. Additionally,
support and commitment come from colleagues and leaders, undergirded by the
sentiment that the best work individually and collectively come from this approach (Katz
& Miller, 2002).

11
• Invisible labor is the inequitable share of committee work often undervalued and not
compensated (P. T. Coleman et al., 2022).
• Misogynoir describes the resulting characterization of medical or psychological
abnormality due to anti-Blackness and misogyny toward Black women (Bailey, 2018).
• One drop rule describes an individual with one drop of Black blood, rendering their
identity as Black (Fairlie, 2009; Khanna, 2010).
• Token or tokenism is numeric underrepresentation or minority that is understood to be
different from other groups within the organization (Kanter, 2008).
Organization of the Dissertation
This dissertation has five chapters. The first chapter focuses on introducing the study with
supporting context and background leading to the purpose of the study. Additionally, Chapter
One shares common terminology to ensure ease in readability and understanding for the reader.
The second chapter focuses on the literature review, which provides line of sight into what
research currently exists around the specified areas of interest: evolution of the DEI field and
practitioner, inclusion in the workplace, and the state of Black women in corporate settings.
Chapter Three focuses on the methodology around the study, from soliciting participation,
through the execution of the study, and ultimately how the data is analyzed. Chapter Four
delivers the results and findings of the study. Chapter Five provides recommendations for
promising practices in the DEI field that may improve the experience for Black women in
corporate settings within Fortune 1000 companies.

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Chapter Two: Review of the Literature
Chapter Two examines the current and historical literature that investigates the intricacies
of the evolution of Diversity Management and the experience of Black women in the workplace.
A wealth of research reported a unique and often challenging experience for Black women in the
workplace at the intersection of at least gender and Race, which posed an inordinate amount of
stress with numerous consequences (Hall et al., 2012). Through a thorough exploration of
foundational research, this chapter provides clarity around the evolution of Diversity
Management, the DEI field, the state of Black women in Fortune 1000 companies, elements of
the Talent Management (TM) system that impact Black women in the workplace, the cost of
inclusion and coping strategies used by Black women; ultimately to crystalize promising
practices to improve the experience for Black women at work and enhance the DEI field through
substantive change. The chapter closes with the theoretical framework that underpinned the
study.
Evolution of Diversity Management: Continued Opportunity
The evolution of the field of diversity management is complex. It continues to evolve
post four historic turns: demographic (Human Resource focus on diversity), political (alternative
to affirmative action), economic (business case), and critical (challenges in implementation)
(Lorbiecki & Jack, 2000), from compliance-focused to active disrupter. Researchers described
diversity management as:
Strategic organizational approach to workforce diversity development, organizational
culture change, and empowerment of the workforce. It represents a shift away from the
activities and assumptions defined by affirmative action to management practices that are
inclusive, reflecting the workforce diversity and its potential. Ideally it is a pragmatic

13
approach, in which participants anticipate and plan for change, do not fear human
differences or perceive them as a threat, and view the workplace as a forum for
individual’s growth and change in skills and performance with direct cost benefits to the
organization (Arrendondo, 1996, p. 17).
In an organization, it (diversity management) can be seen as a means to an end (organizational
goals) that invites the business case (Lorbiecki & Jack, 2000). The business case includes ethical
responsibility and positively impacts employee behaviors (Rabl et al., 2020). Table 1 highlights
key factors related to the economic and moral rationale of the case for DEI.

14
Table 1
Diversity Management as a Business Case
Economic Rationale Moral Rationale
Improves productivity (D’Souza, 1997;
Gordon, 1992; Owens, 1997) and
encourages more innovative solutions to
problems (Rice, 1994), and thus profits
(Segal, 1997).
Promotes interaction between ethnic groups
(D’Souza, 1997).
Supports cultivating culture change in
organizations (Laabs, 1993; Owens,
1997; Thornburg, 1994).
Assists understanding a greater number of
customer needs (Capowski, 1996; Rice,
1994; Thibadoux et al., 1994; Tranig,
1994), thus increasing the customer base
and turnover (Segal, 1997).
Helps foster culture change in the
organization (Neck et al., 1997;
Thornburg, 1994) and thus counters
prejudice (Smith, 1991).
Enhances corporate competitiveness
(Capowski, 1996, McCune, 1996; Tranig,
1994) and continued survival (Miller,
1994).
Can increase attitudinal commitment,
particularly amongst women, for
example (Dodd-McCue & Wright, 1996;
Harris, 1995; PC Week, 1997).
Helps lower the likelihood of litigation
(Segal, 1997).
Creates organizational harmony (Rossett &
Bickham, 1994), and is socially just and
morally desirable (Carnevale & Stone,
1994; Rossett Bickham, 1994).
Note. Reprinted from “Critical Turns in the Evolution of Diversity Management,” by Lorbiecki,
& Jack, G. (2000). British Journal of Management, 11(Supplement 1), S17–S31.
https://doi.org/10.1111/1467-8551.11.s1.3.
The field began to pick up in the 1980s to focus on issues connected to inequality and
diversity (Davis, 2022; Kalev et al., 2006), research proliferated, and the field continues to
evolve. Diversity rhetoric shifted along with the field to one of inclusion, where the potential
benefits of diversity efforts can be actualized (Holvino et al., 2004; Nishii, 2013). Much of the
available research suggests that diversity programs continue to fail, as many questions are

15
present both in academia and from the practitioners regarding definition, intent, implementation,
and outcomes for these programs (Kalev et al., 2006). Newer research has shown connecting
DEI to profits may be viewed negatively by historically marginalized groups by negatively
impacting their sense of belonging and may precipitate other unintended consequences
(Georgeac & Rattan, 2023). To further understand the ineffectiveness of DEI on Black women, it
is imperative to understand the status of Black Women in corporate settings.
The State of Black Women in Corporate Settings
The state of Black women in corporate settings is in need of deliberate attention in
reflection of the growing population, pay disparity. In 2020, the Department of Labor (DOL)
reported annual averages on labor force participation rates, concluding Black women hold a
58.8% labor force participation rate with a projected increase to 59.7 % in 2029. When it comes
to compensation, Black women are treated disparately earning 63 cents for every dollar earned
by White, non-Hispanic men (Roux, 2021); this metric illuminates a gap of over $950,000 in a
40-year career between White men and Black women (O’Brien, 2019). Organizations cannot
afford to ignore the reality of a shifting population of globally diverse individuals, and particular
interest should be upon Black women.
Black women are integral in the American labor force; however, they face the outcomes
of deleterious experiences (Hall et al., 2012). When looking at the workplace and specifically the
women's experiences, patterns arise around the different experiences women have in comparison
to men, White women in comparison to women of color, and Black women in comparison to
women of color. Fifty-one percent of women from historically marginalized groups report that
they have experienced racism in the workplace; further, the literature raised systems of
oppression like colorism, texturism, cissexism, and heterosexism that must not be overlooked as

16
they increase the likelihood that an individual experiences racism over their counterparts
(S. Erskine et al., 2023). Black women, in particular, continue to have the most arduous
experience (LeanIn, 2021). Some examples of stressors for Black women in the workplace are
challenges getting hired and/or promoted, defending one’s Race, lack of mentorship, codeswitching or shifting how they present at work, coping with racism and discrimination, as well as
feeling isolated and, or excluded (Hall et al., 2012).
Catalyst (2023b) reported that women of color in leadership roles remain small, from
entry-level positions through the executive c-suite. Yet, 89% of Black women surveyed reported
they seek leadership roles, and 41% also report being highly vigilant to protect against varying
biases (Catalyst, 2019). This juxtaposition creates an emotional tax that negatively impacts wellbeing, health, and the potential to thrive in the workplace (Catalyst, 2016). Even when Black
women advance in their careers, they still experience racism (S. Erskine et al., 2023). Ongoing
systems of oppression continue to impact Black women’s experience negatively in the
workplace.
Systems of Oppression That Impact Black Women in Organizations
Black women are impacted by several systems of oppression in organizations, which has
an undisputable impact on their workplace experience. Multiple stigmatized individuals
(Remedios & Snyder, 2015) that have multiple marginalized identities are more likely than
singly stigmatized individuals to consider certain experiences discriminatory (Remedios &
Snyder, 2018). Systems of oppression are often interlocking (The Combahee River Collective,
2024). Peterson (1999) raised much of the Equal Employment Opportunity (EEO) focused work
and expansion of covered classes focused on difference rather than addressing oppression. The

17
literature highlights the rich and deep history that undergirds Black women's treatment and
subsequent experience in the workplace.
Systemic Racism
Systemic racism is deeply rooted in US institutions privileging White individuals over
historically marginalized groups and perpetuating the oppressive system of White supremacy in
organizations (Melaku, 2022). Strategic discrimination highlighted in research conducted by
Bateson (2020) demonstrated Black women are less electable than White women and Black men
in the political realm grounded in anticipation of discrimination by other people. In international
contexts, when Race and nationality are combined, White women may benefit from White male
privilege, and some women of color may experience the privileges of White women in some
countries abroad, which suggests there may be differences in how an individual is treated based
on gender, Race, and ethnicity (Kallman, 2019). Kaba (2008) asserted, “No subgroup has
suffered severe economic, political, and social isolation more than Black American females”
(p. 310). An additional layer of focus within systemic racism that impacts Black women is the
racialization of names, which will also be discussed.
Racialization of Names
The racialization of names is a variable that prevents historically marginalized groups
from getting a chance to enter corporate settings by decreasing their likelihood of a callback post
application. There is not an exhaustive amount of research on racialized names; however,
Bertrand and Mullainathan (2004) reported differences in callback rates related to names that
signal Race; however, Black male names were more heavily scrutinized. Most recent evidence
from audit studies correlated some racial discrimination to racial perceptions of names (Gaddis,
2017). Beyond audit studies that review newspapers, job boards, and the like, Kline et al. (2022)

18
applied to vacancies at 108 Fortune 500 companies and found discrimination among
approximately 20% of select firms. Literature found that names accounted for approximately
50% of loss related to contacts to Black applicants in their study, which resulted in widespread
racial discrimination (Kline et al., 2022). Stockstill and Carson (2022) identified that anti-Black
prejudice and discrimination at the intersection of skin color, gender, and name were nuanced in
the twenty-first century and a stealthy barrier for Black Americans regarding advancement in the
workplace. As an illustration, a Black woman with the name Lakeisha may be looked at in a
negative manner compared to the name Kayla, illuminating how prejudice can manifest and
disenfranchise Black women (Gaddis, 2017). Subsequently, Black women with ethnic names
may not be able to enter corporate settings at the same rate as women with less ethnic names.
Sexism
The origin of sexism is not particularly clear in the literature; however, it dates back to at
least the 1960s and the feminist movement (Longino & Code, 1994). Sexism is an ideology that
assumes the concept of sex is binary (Gilbert, 2021) and the inferiority of women in comparison
to men by both White and Black men taught by White imperialist culture (Nain, 1991). Sexist
attitudes towards women are often classified as either Hostile Sexism (HS), in which women are
frowned upon for not following gender stereotypes, or Benevolent Sexism (BS), failing to fulfill
gender stereotypes adequately (Fernández et al., 2004). Further, gender-based challenges can be
categorized into higher-level considerations: organizational sexism (i.e., pay and job stability)
and interpersonal sexism (sexual harassment), which are reported to decrease a women’s sense of
belonging (M. Rubin et al., 2019). Notably, Warren et al. (2022) suggested discrimination
against mothers and pregnant women is one of the most damning challenges to advancement in
their careers.

19
Specific to Black women, studies have demonstrated a correlation between sexism
exclusive workplace environments (Jeffrey et al., 2015), increased anxiety (Pacilli et al., 2019),
job satisfaction, sense of belonging (M. Rubin et al., 2019). Jeffrey et al. (2015) reported two
barriers to creating an inclusive workplace when specifically focused on sexism: conformity to
sexist practices to fit in and overly competitive environments where individuals do not feel
comfortable speaking up. It may behoove organizations to understand and take action to
eradicate sexist behavior in the workplace (Dray & Sabat, 2022).
Ambivalence highlights the ability for both negative and positive attitudes to exist, which
is often seen in Western societies with the evolution of gender roles (Glick & Fiske, 2011);
however, sexism is often classified as harmful and pervasive in the workforce (M. Rubin et al.,
2019). Gender mainstreaming was designed to promote the inclusion of women in existing
systems and infrastructure to reduce disadvantages based on gender (Kallman, 2019); however,
this did not include Race. Bailey and Trudy (2018) coined the term misogynoir, describing the
resulting characterization of medical or psychological abnormality due to anti-Blackness and
misogyny for Black women. The term was more inclusive of the Black woman’s experience as
the focus on sexism was not enough to impact Black women.
Cissexism
Transgender (trans) women are at heightened risk for discrimination due to social class,
Race, and ethnicity. Research suggests Black and Indigenous women face more discrimination
than White trans women and are at a higher risk for exclusion in the workforce (Köllen &
Rumens, 2022; Suárez et al., 2022). Additionally, cissexism impacts Black trans women as they
experience epidemic murders (Balzer & Hutta, 2012; Waters, 2017). National LGBTQ Task
Force (2011) reported Black trans individuals are two times more likely to be unemployed when

20
compared to trans individuals overall. The intersectional nature, and the inability to separate the
experiences (Crenshaw, 1989/2018) of transphobia, cis-normativity, sexism, and racism, create a
unique experience of discrimination (Jefferson et al., 2013). Sumerau and Denise (2018)
suggested that individuals who identified as transgender were likely seen well/healthy on the
feminine end of the spectrum or diseased/ill on the masculine end. This understanding is further
compounded for Black women, who are typically not viewed as cooperative, nice, and modest
compared to White cis women. These Black transgender women may also contend with the
perception of appearing threatening before transition (Yavorsky, 2016). This societal cissexism
creates challenges for Black trans women in the workplace. There is not an exhaustive amount of
literature on Black transgender women, but this absence of literature further highlights the
privilege of whiteness (Yavorsky, 2016) and cis-normativity.
The literature on the Lesbian, Gay, Bisexual, Transexual, Queer, Intersex, Asexual, plus,
(LGBTQIA+) population and Black women related to heterosexism or discrimination against the
specified community remains disparate. Yet, there are a plethora of stressors uncovered through
research impacting their workplace experience. These stressors range from overt to more covert
and subtle acts of prejudice and discrimination at the intersection of racism, sexism, and
heterosexism (Bowleg, 2012). Ragins et al. (2003) noted that individuals who identify as nonWhite LGBTQIA+ may be more likely to keep their sexual identity private as they are typically
already a numerical minority. The research expounds upon the reality that Black women are
often impacted by the continuation of an assimilation mindset to survive in the oppressive system
of White supremacy in professional environments (Halsey et al., 2020). The intersecting
identities of Black, woman, and LGBTQIA+ create a very challenging experience based on
treatment in the workplace.

21
Colorism
Colorism plagues many communities of color as a construct to establish or diminish
value of an individual. Colorism is grounded in the inherent privilege and preference associated
with White or light skin in comparison to darker skin (Bryant et al., 2005; Dixon & Telles, 2017)
and also contains facial features and hair texture (Wilder, 2018). Skin color stratification, a
legacy of racism in western society, can be seen across the globe, particularly in Africa, Asia,
and the Americas (Townsend et al., 2010). White supremacy and color consciousness have been
globalized and commercialized, as evidenced by the multibillion-dollar skin-lightening industry
(Dixon & Telles, 2017).
The one-drop rule (Davis, 2022), which has deep roots in U.S. history with an impact farreaching today (Khanna, 2010), highlights the criticality of skin color. Historically, mixed-Raced
individuals who were White-passing or appeared to be White were and still are often afforded
privileges that darker-skinned women did not benefit from; literature further reported the
complexity of colorism is embedded in the experience of Black girls and women through colorist
experiences, including perceptions of good hair and the influence of White beauty standards
(Dove, 2021). Research has argued for expanding Title VII’s definition of racial discrimination
based on seminal cases on the topic of colorism in the workforce (Tchenga, 2021). Because of
the influence of colorism, White women may have some degree of privilege due to their Race,
and some women of color may have privilege due to their nationality and proximity to Whiteness
by virtue of their skin color (Kallman, 2019). In the United States, Bonilla-Silva (2004) predicted
a profound transformation that will continue to take place in racial stratification as the country's
demographic composition shifts with individuals moving from bi-racial to tri-racial and
pigmentocratic logic. Stockstill and Carson (2022) reported this comes to life in the workplace as

22
darker-pigmented individuals are assumed to be less intelligent. This problem is further
compounded when the dimension of gender is added.
Texturism
Black women’s hair is a part of their identify that impacts daily life and how they are
treated in their personal and professional life. Texturism, which is distinct from colorism,
highlights tensions associated with Black hair and the corresponding social and societal
mistreatment (Rowe, 2022). The connection of hair and beauty at the intersection of Race and
gender presents a unique obstacle for Black women with coiled and kinky hair textures some
interpret as low on the beauty continuum (C. L. Robinson, 2011). Black women with hairstyles
outside of White standardizing culture face significant obstacles in the workplace (Tchenga,
2021). This research is important because Black women’s identity is often inextricably linked to
their hair (Garrin & Marcketti, 2018). Black hair has a deep history with its purposes and design
range from aesthetic consideration, class, culture, religion, a means of communication others,
and a myriad of other uses (Tchenga, 2021). Within the research on Black women’s hair, toxic
oppression also arises beyond White beauty standards. This oppression includes straightened hair
and additional acts of assimilation that involve chemicals that may contribute to some health
concerns (Musser, 2016). This data is further expounded upon to conclude Black women’s
experience of negative consequences in the workplace due to hair bias, identity in the forms of
identity transition and self-concept, and conformity (Dawson et al., 2019). Johnson et al. (2017)
let a study with The Perception Institute entitled “Good Hair” found Black women’s hair “less
beautiful, sexy, attractive, and professional than smoother hair” (p. 6). Further, the Hair Implicit
Association Test (HIT), created from the “Good Hair” study (The Perception Institute, 2016),
found that, regardless of Race, implicit bias was identified against textured hair. This

23
dynamically created conflict for Black women as their hair represented a collective commitment
to racial equity and resistance to hegemony (Garrin & Marcketti, 2018).
Some researchers suggest Black women who wear their hair in the natural state seek
agency and rebellion, which further complicates a common stereotype of the angry Black women
in the workplace (Dawson et al., 2019). Additional research from Dawson et al. (2019) data built
on this notion from the concept of labeling theory that highlights the impact of Afrocentric hair
labels as unprofessional, bad hair, and associated with the angry Black women stereotype. The
“angry Black woman” stereotype is at the intersection of gender, Race, and professional identity
(Perry, 2021).
In response to discrimination towards Black women and their hair, the Create a
Respectful and Open World for Natural Hair (CROWN) Act was established and passed to
eradicate discrimination based on a hair texture often associated closely with racial identity (Lee
& Nambudiri, 2021). Tchenga (2021) asserted that if Title VII’s definition of racial
discrimination expanded to hair discrimination, Black women would not have to abandon their
identity at the cost of their careers and in search of advancement. This is important, because Lee
and Nambudiri (2021) found Black women are 1.5 times more likely to be sent home from work
due to their appearance, and up to 80% of Black women included in the study reported needing
to shift styles to appease their place of employment.
There are many areas of oppression that negatively impact the experience of Black
women in corporate settings. To identify impactful interventions for Black women in the
workplace, an individual must first understand what contributes to the experience and
engagement. Talent management strategy encapsulates the critical elements that need to be
considered through in DEI intervention development.

24
Critical Elements of Talent Management Strategy: Employee Experience and Engagement
Understanding the elements of the employee experience in the workplace is important
because it impacts Talent Management (TM) strategies and how organizations think about
human resources. Many organizations use employee experience as an employee engagement
approach, defining employee experience as the totality of an employee’s experience based on the
interactions between the individual and the organization, concluding it can be a driver for
employee engagement (Tucker, 2020). Cattermole (2019) indicated the experience within the
employee’s lifecycle includes: attraction, recruitment, onboarding, development, retention, and
separation.
The war on talent is ever-present in an increasingly competitive workforce as companies
vie for the recruitment and retainment of top talent, requiring innovation (Beechler &
Woodward, 2009; Sahay, 2014). Three key drivers contributing to the war on talent are
knowledge and ideas driving economic growth, the demand for specialization, and employees
switching jobs for personal and financial opportunities (“Winning the War,” 2021). A company’s
competitive advantage is connected to employees' capabilities (Cheese, 2008) and the talent
strategy connected to those individuals (Luna-Arocas et al., 2020). Ulrich (2008) detailed the
following formula, often referenced to as The Talent Trifecta when thinking about talent: talent =
competence (head - ability) x commitment (hands - willingness) x contribution (heart -
meaningful). Literature suggested all components are essential for organizational cultivation
when considering TM strategies (Ulrich, 2008).
Kwon and Jang (2022) posited that exclusive Talent Management (TM) strategies and
workforce differentiation need to shift toward organizational capabilities in organization justice,
ethics, internal competition, and workplace diversity, not just managing individual competencies.

25
Some studies have shown TM efforts can have a negative effect on organizations (Gelens et al.,
2014; Mellahi & Collings, 2010) through the deterioration of teamwork, glorification of outside
talent, lack of focus on systems, reinforcing elitist classification around high potential talent
resulting in toxic internal competition (Pfeffer, 2001). The literature presented varying
perspectives on TM systems; however, organizations must be thorough and intentional with their
TM strategies to stay relevant and competitive business entities, with talent and organizational
capabilities being their competitive advantage in an evolving, complex, and global society.
Further, Cattermole (2019) associated the aforementioned factors with the Employee
Value Proposition (EVP), or what the employee gains from being a part of the organization, as
part of Perceived Organizational Support (POS) and Work Environment (WE) (Pattnaik &
Misra, 2016; Rounak & Misra, 2020; “Unlocking Concealed Value,” 2020). WE is one of the
critical elements of the EVP, which is important because the literature describes EVP as a useful
tool to identify retention and engagement strategies (Arasanmi & Krishna, 2019; Hussein et al.,
2022) through organizational commitment (OC), which breeds loyalty (“Unlocking Concealed
Value,” 2020). High perceptions of POS aid in lowering the intent of employees to depart the
organization through higher job satisfaction, commitment, and emotional attachment (Ahmed et
al., 2022; Rounak & Misra, 2020). Havely and Groleau (2023) found that organizations with
intentional and comprehensive EVPs report high performing employee experiences with business
outcomes inclusive of people operations. Kwon and Jang (2022) described capturing competitive
EVPs as either buying talent in a compensation strategy or building talent in a development
strategy in a typical TM strategy. The research suggests understanding and taking meaningful
action regarding the employee experience, engagement, and EVP can be impactful and improve
people and business operations.

26
The three EVP factors (work, reward, and opportunity) are positively correlated to
normative commitment, defined as the obligatory bond driving an employee to believe they must
stay with an organization (Phungula et al., 2022). Employees’ commitment is critical to
performance and retention (Hussein et al., 2022), all leading back to the employee experience.
These elements are critical when thinking about Black women in the workplace and the
challenges in retention.
Employee Engagement
Employee engagement is a critical element of the workplace experience that can provide
insights on strengths and opportunities. Kahn (1990) shared the first definition of employee
engagement as “harnessing of organization members’ selves to their work roles; in engagement,
people employ and express themselves physically, cognitively, and emotionally during role
performances” (p. 694) and added psychological presence later. The initial quantitative research
on employee engagement began with Saks and Gruman (2014). The first mention of employee
engagement as it relates to organizations from Kahn (1990) built upon the work of Naegele and
Goffman (1956) that spoke to human attachment and detachment to their life roles. Kahn (1992)
asserted psychological presence as an experiential state that allows employees to draw on
personal components to dig deeper, allowing for greater innovation, exploration of questions, the
challenge of assumptions, express feelings grounded in a person-role relationship; this kind of
presence can lead to outcomes of performance, experiences, and growth (Lemon, 2019). Kahn
(1992) continued, on the contrary, that psychological absence is equivalent to someone being
physically absent. Research indicates it is relevant to identify strategies that drive and improve
TM strategies, specifically employee experience and employee engagement that enhance
performance.

27
Expounding upon the seminal work of Kahn (1992), Sugandha (2022) suggested
employee engagement as one’s peak of cognitive, personal, and emotional energy aimed at the
individual’s workplace, noting the energy level may be consistent. Still, perspectives may alter
based on differences in demography and personality. Shuck et al. (2017) added to the definition
by raising the direction, maintenance, and intensity of employees' work effort. Shuck and
Wollard (2010) further incorporated the element to put into action through behavioral, emotional,
and cognitive elements to the definition. Although different, findings from this research point to
the complimentary and interwoven connectedness of employee experience and engagement.
Singh et al., (2023) determined there has been vast and unprecedented interest in
employee engagement, but employee engagement has been decreasing across the globe.
Therefore, intentional investigation and action are needed. The literature suggests the outcomes
of employee engagement for the employee are plentiful as they are more productive, healthy,
safe, profitable, and likely to use discretionary time and effort while also less likely to turn over
and be absent (Sundaray, 2011). The focus on employee engagement as a strategic TM and
development tool is increasing, and the focus on varying dimensions of the employee is needed
in strong contrast to a one size fits all approach (Shore et al., 2009). It is important to
differentiate between feelings and behaviors when discussing employee engagement, not to be
confused with job satisfaction. Research suggests feeling and behaviors can be more controlled
locally by supervisor’s job satisfaction, which is tied to benefits (Schneider et al., 2009). Further,
Schneider et al. (2009) reported the strongest drivers of feelings of engagement are the utilization
of skills, the connection between work and the company's objectives, and encouragement to
innovate. Further, the strongest drivers of engagement behaviors are the quality of relationships,
the sentiment of trust and respect, and supervisor credibility.

28
Employee engagement undeniably impacts employee performance (Schneider et al.,
2009), which naturally affects the individual, other colleagues, the business, and the bottom line.
Sugandha (2022) deduced employee engagement always leads to increased productivity.
Maslach et al. (2001) suggested it is the antithesis of burnout, which is notable, as burnout is
common among Black women. The employee experience for Black women is different than
other groups and how an organization approaches interventions should be inclusive of the
notable differences.
Employee Experience at the Intersection of Gender and Race for Black Women
The difference in experience for Black women is at the intersection of their Race and
gender. The experience for Black women in the workplace is exhausting (McKinney, 2021) and
requires navigating the workplace differently than others (E. Bell & Nkomo, 2003). Black
women have a unique experience in the workplace at the intersection of sexism and racism
(Shorter-Gooden, 2004; Thomas et al., 2004; Woods-Giscombé & Lobel, 2008). Racial
stereotyping (E. Bell & Nkomo, 2003) is often called double-marginalization (E. L. Bell, 1990)
in the literature. The workplace experience for Black women is harsh against the sharp White
gaze (Rabelo et al., 2021). Although similar barriers are known in varying workplace segments,
like women, women of color, and Black women, intentional and deliberate work must be
explored to not treat any group as homogenous, as each individual has unexplored and unique
experiences in the workplace.
Literature detailed five basic themes that emerge at the intersection of racism and sexism
for Black women in the workplace: being hired or promoted, defending one’s Race, lack of
mentorship, code-switching, coping with discrimination and racism, and added exclusion per
Hall et al. (2012). Additionally, including high professional credentials and education, Black

29
women can expect to be invisible and hyper-visible simultaneously, often resulting in silence
(W. S. Williams, 2020). Invisibility, or being overlooked or ignored, was viewed as a source of
stereotyping and discrimination (Remedios & Snyder, 2018). Exclusion or workplace ostracism
destroys employees (S. L. Robinson et al., 2013).
There are a myriad of experiences that impact engagement for Black women. These
experiences often cause “Black women to experience their careers focused on surviving,
enduring, and coping, rather than thriving, while advancing to leadership” (S. E. Erskine et al.,
2021, p. 38). Microaggressions are one of the many factors that contribute to the experience of
exhaustion in surviving versus thriving in corporate settings.
Microaggressions
Racial microaggressions were coined in 1978 by Chester Pierce as often automatic, subtle
insults or disparaging exchanges (Harrison & Tanner, 2018). Sue, Bucceri, et al. (2007)
expounded upon racial microaggressions in the changing face of racism highlighting
microaggressions as the more covert acts that are more ambiguous; these commonplace
environmental, verbal, nonverbal, intentional, and unintentional slights towards individuals are
classified into three forms: microassault, microinsult, and microinvalidation. Holder et al. (2015)
reported racial microaggression themes for Black omen included environmental manifestations,
stereotypes of Black women, the universality of the Black experience, invisibility, and exclusion.
All of which impact Black women’s experience in the workplace (S. E. Erskine et al., 2021).
Table 2 encapsulates the thematic microaggressions, processes, and formulated meanings
described by Holder et al. (2015).

30
Table 2
Racial Microaggression, Process, and Their Associated Meaning
Themes Formulated Meanings
Racial microaggression: Environmental Exclusion from representation
Diversity not integrated into company
strategy
Second-class status of ethnic markets
Ghettoization
Tokenism
Racial microaggression: Stereotypes of
Black women
Ascription of Intelligence
Aggressive Black woman
Criminality/Assumption of criminal status
Mammy-caretaker
Racial microaggression: Assumed
universality of the Black Experience
Blacks as a monolithic group
Black spokesperson
Black women equal a limited experience
Racial microaggression: Invisibility Ignored and dismissed
Use of body language
Racial microaggression: Exclusion Excluded from work and social settings
Exclusion from career opportunities
Process: Perception of racial
microaggressions
Hypothesis testing and questioning
Process: Reactions to racial
microaggressions
Direct and assertive
Cognitive reframing
Leverage support network
Speaking up, naming it, and directly
confronting
Shifting blame
Empowering and validating self
Anger & frustration
Feeling hurt
Process: Consequences and impact of racial
microaggressions
Pressure to not make mistakes
Burden and responsibility to counter
negative stereotypes
Self-blame and isolation
Losing self confidence
Suppressing and internalizing feelings

31
Themes Formulated Meanings
Wishing at times to not be in a senior level
role
Changing persona
Health implications
Enhances strength and character
Hyper-attention and access to senior
executives
Limiting interaction with perpetrators of
racial microaggressions
Not speaking up
Impeding work performance and
advancement
Tuning out and focusing on work
Teach and inform not internalizing racial
microaggressions
Note. Adapted from “Racial microaggression experiences and coping strategies of Black women
in corporate leadership,” by Holder, A. M. B., Jackson, M. A., & Ponterotto, J. G. (2015).
Qualitative Psychology, 2(2), 164-180. https://doi.org/10.1037/qup0000024.)
Stereotypes
Treatment such as microaggression are often a result of stereotypes an individual has in
their mind about another individuals. The literature specified that some racial microaggressions
are more commonplace for some racial groups based on stereotypes (Lewis et al., 2016).
Byproducts of slavery, such as sexual victimization and strenuous labor for Black women, are
notably different than those of White women (E. L. Bell, 1992; Fordham, 1993; West, 1995), and
consequently, the expectations are seductive, dominate, aggressive, loud, rude. Societal imagery
portrays and stereotypes Black women in a variety of categories: angry, threatening,
argumentative Sapphires or Angry Black Woman; maternal, hardworking, caretaking selfsacrificial Mammies; and seductive, sexually promiscuous, and irresponsible Jezebels (Bryant et

32
al., 2005; Thomas et al., 2004). Holder et al. (2015) reported several racial microaggressions,
such as environmental, stereotypes, assumed universality in experience, invisibility, and
exclusion, which they suggested explicitly linked to Black women’s exclusion. The authors
concluded that position in an organization did not minimize either occurrence or corresponding
outcome. Sue, Capodilupo, et al. (2007) found despite the level in the organization, questions of
intellect and competence were commonplace.
Relevant to the Black women’s experience in the workplace, Holder et al. (2015)
reported that racial microaggressions can negatively impact Black women’s performance and
subsequently disqualify them from critical development opportunities. Stereotypes play a unique
and often adverse role for black women in their career relationships and development (ReynoldsDobbs et al., 2008), and the implications are many; organizations must develop equitable tools,
resources, and strategies to support evolving leaders (Reynolds-Dobbs et al., 2008). Table 3
depicts a catalogue of stereotypical images of Black women commonly held with implications
and potential perception in the workplace.

33
Table 3
Stereotypical Images of Black Women
Image Description
(Characteristics)
Perception in the Workplace
Mammy Supportive
(Maternal, selfsacrificing,
nurturing)
Advocate for other Black employees and is
often a more senior leader of older age (E.
Bell & Nkomo, 2003)
Competent but nurturing demeanor may
overshadow the technical area of expertise
(Reynolds-Dobbs et al., 2008)
Support-like roles with little vertical movement
(Reynolds-Dobbs et al., 2008)
Faithful, obedient worker, embodies the ideal
supporter who can handle multiple tasks
(Bryant et al., 2005)
Jezebel Unqualified (Flirty,
seductive,
hypersexual,
promiscuous)
Aggressive and will do anything to get to the
top, not seen as a real leader (Reynolds-Dobbs
et al., 2008)
Distant due to overcompensating, trying to
combat the stereotype (Reynolds-Dobbs et al.,
2008))
Sapphire Feisty
(Hostile, loud,
animated, strongwilled,
domineering,
crude, callous)
Manipulative, seen as using Race to get
sympathy (E. Bell & Nkomo, 2003)
Sista’ with an Attitude, (Boylorn, 2008)
Silent at times to minimize the perception of the
known stereotype of threatening and
confrontation (Bryant et al., 2005)
Crazy Black Bitch
(CBB)
Unstable (defensive,
untrustworthy,
argumentative)
Lazy, unprofessional, and argumentative
(Reynolds-Dobbs et al., 2008)
Hard to manage and work with (ReynoldsDobbs et al., 2008)
Not a team player and loyalty is nonexistent
(Reynolds-Dobbs et al., 2008)
Superwoman Overachiever
(smart, assertive,
accomplished)
Can handle a large amount of work with few
resources, support and wear multiple hats
(Hesse-Biber, 1989)
Restricting emotionality, countering other
stereotypes (Nelson et al., 2016)
Does not have the same fears, weaknesses, and
insecurities as other women (Wallace, 1979)

34
Image Description
(Characteristics)
Perception in the Workplace
When she exceeds expectations, she becomes
remarkable (E. Bell & Nkomo, 2001),
furthering tokenism and isolation from her
own Race
Although the images do not hold back all Black women, many Black women are
impacted by the implications in Table 3 that aid in upholding White dominance in the workplace
(Reynolds-Dobbs et al., 2008), which can be particularly damaging for Black women mentally,
physically, and emotionally (Bryant et al., 2005). Further exploration of how these stereotypes
impact evaluation (Reynolds-Dobbs et al., 2008), development, and advancement would inform
the literature. Stereotype threat, or the notion that someone is aware of other’s perceptions of
their low expectations of, may elicit weaker performance (Spencer et al., 1999; Steele &
Aronson, 1995). The literature also implores further exploration of the resilience and creativity
that resulted from Black women navigating the corporate workplace experience as organizational
outsiders (Proudford & Thomas, 1999). However, understanding how marginalized groups
overcome oppressive systems is not enough, and the inspiration that ensues as a result of their
success does nothing for their experience (Zheng, 2022a). While it can be helpful to understand
how some individuals of historically minoritized population overcome adversity, it does not
mean the intervention can be automatically applied to all, expecting the same outcome.
Indicators of the Employee Experience
The employee experience can be measured in a variety of ways that provide insights into
how an individual is experiencing the workplace. Companies look at employee engagement
differently, and while elements of customization can benefit the organization, it can make it

35
difficult to aggregate findings that span varying constructs (Schneider et al., 2009). The plurality
of definitions, the evolution of thought, and ongoing nuanced research directed this study to
focus on retention, development, advancement, and inclusion within the employee experience.
These four elements are discussed in the next sub-sections.
Retention
Although limited, the literature highlights key elements that impact retention in the
workplace, specifically related to marginalized populations generally, and some focus on Black
women. The focus on retention is important because it is a key indicator of employee experience.
Rodríguez-Sánchez et al., 2020) described retention as one’s willingness to stay with an
organization, which is impacted by job satisfaction and salary. The literature showcased the
notion that hiring and retaining quality employees shapes the future of the business (Sarmad et
al., 2016). There are many areas to consider when thinking about retention; however, the
literature suggested the particular areas of focus include both monetary and non-monetary
elements such as compensation, job characteristics, training and development, supervisory
support, work-life balance, and organizational commitment (Dockel et al., 2006; Setiawan et al.,
2020; “Winning the War,” 2021), organizational justice, and employee perceptual agreement
regarding status in the company (Narayanan et al., 2019). Luna-Arocas et al. (2020) and
Schneider et al. (2009) suggested focusing in the areas of trust, fairness, and excellence in
recruitment and leadership were imperative. Additionally, Ushakov and Shatila (2021) added
culture, fun, and emphasized intrinsic and extrinsic motivators (Luna-Arocas et al., 2020) which
were all found to increase employee retention. Kyndt et al. (2009) and Schneider et al. (2009)
revealed implementing retention practices can increase employee engagement.

36
The best predictor of turnover is employees' turnover intention (Aquino et al., 1997).
Prior research has also suggested job level and tenure were also indicators of turnover (Aquino et
al., 1997; Elvira & Cohen, 2001). Organizational Justice was found to impact a plethora of
employee attitudes, including turnover intentions (Colquitt et al., 2001), among many other
variables.
Marginalized populations have been found to have higher turnover than their White
counterparts (McKay et al., 2007). The loss of high performing Black women is very costly. The
cost of attrition was around approximately 27 billion in the US economy in 2016, which
elucidates the clarity of a real problem (Marsden, 2016), and impact to organizations' bottom line
(McKay et al., 2007). It is not just the monetary cost that must be considered but also lost
knowledge, employee morale, and organizational culture (Setiawan et al., 2020).
Black women, in particular, are exiting Corporate America at alarming rates, especially
in comparison to White women (April et al., 2009) and White male counterparts (McKay et al.,
2007). There is not an exhaustive amount of literature accessible; however McKinney (2021)
shared the retention research of Mandi Woodruff-Santos who surveyed more than 200 women,
and 90% of them were Black. From this research, retention themes that emerged included: the
COVID-19 pandemic impact to job markets, Black women entrepreneurship and the creation of
multiple streams of income, Black women’s desire for senior leader recognition, and both mental
and physical exhaustion. Development is part of any retention strategy, which is critical for
Black employees (Coetzee & Stoltz, 2015; Joāo & Coetzee, 2012;). Black women face unique
challenges in corporate settings, impacting their retention, however fostering their developments
is essential to their experience.

37
Development
Development is a key element of the experience as it relates to retention. Continuous
development is a critical part of the professional experience, with the purpose of stimulating
substantial learning (Huet & Casanova, 2022), actuating change (Forte & Flores, 2014) and
driving employee motivation (Halvarsson Lundkvist & Gustavsson, 2018). Further, consistent,
and gradual development in an individual’s skills and career enhances one life (Jayathilake et al.,
2021; Jerome, 2013). Jonas (2016) connected Maslow’s hierarchy of needs to explain the gradual
development as a required element of the human experience which connects to the workplace. It
takes intentional practice and a progressive approach to produce high competence in the
specified domain (Köhler & Rausch, 2022). Development allows for the growth and
enhancement of knowledge and skills needed to effectively lead global organizations
(Cumberland et al., 2016).
Employees experience development very differently. Additional research is needed to
fully understand the nuanced differences among groups, as employee perceptions of justice can
be connected to highly desired development opportunities, training programs, promotions
(Nurse, 2005). Studies suggest Black employees consider growth and advancement important
and thus declare career development as more important than other racial groups, which may
provide some context on the dissatisfaction with compensation and less commitment to the
organization (Coetzee & Stoltz, 2015; Joāo & Coetzee, 2012). Additionally, other research
suggested women often lack professional development opportunities in the workplace (Chuang,
2019). Specifically, LeanIn (2021) found Latina and Black women are less likely to say their
supervisor is interested in their career development. Although, Black women have the highest

38
rate of workforce participation among all women, hey are still denied training, promotion, and
advancement at a much higher rate than White women across all industries (Combs, 2003).
Advancement
The imperative for advancement in the workplace is crucial, specifically for Black
women. Inequality at higher levels of workplace power results from direct discrimination against
Black women (Elliott & Smith, 2004). Literature revealed Black women are promoted
significantly lower than White women, and are disproportionally impacted by bias in the hiring
and promotional process (LeanIn, 2021). Even though Black women lack neither education nor
drive), a small percentage of Black women have reached senior executive roles (Dizik, 2017;
Purdie-Vaughns, 2015). Further, Black women were found to be more ambitious and face greater
obstacles to advancement than other groups in the workplace (LeanIn, 2021).
Research reported Black women are 39% more likely to advance from individual
contributor to supervisor and 500% more likely to advance from supervisor to manager when
network assistance is present (Elliott & Smith, 2004). Additionally, being conscious of the effect
of the network assistance resulted in positive support as it pertains to advancement (Elliott &
Smith, 2004). Interactive networks in the workplace have also been found to have positive and
significant correlations to positive career outcomes (French et al., 2021). Additionally, the
informal networks tend to aid other (non-Black women) individuals in obtaining jobs, mentors,
and sponsors (S. E. Erskine et al., 2021). Advancing the presence and influence of Black women
is crucial, yet even amidst efforts such as building networks of tangible and intangible benefits,
there seems to be an impenetrable ceiling for many Black women working towards leadership
roles.

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Glass Ceiling
The glass ceiling poses a formidable barrier for women in corporate settings. Women
generally continue to be underrepresented in leadership roles and subsequently are lower in
earning distribution, with the glass ceiling metaphor used to describe the transparent barrier to
advancement in organizations (Bertrand, 2018). Wilson (2014) suggested that the term glass
ceiling originated from Hymowitz and Schellhardt in 1986). White women often refer to the
glass ceiling as analogous to the seemingly insurmountable hurdle to career advancement;
however, women of color often refer to an ever-harder challenge to overcoming the ceiling
therefore using the term concrete ceiling (Reynolds-Dobbs et al., 2008). More specifically,
E. Bell and Nkomo (2003) suggested Black women experience larger barriers to advancement,
increased instances of tokenism, and feel less accepted compared to White women in the
workplace.
M. Coleman (2020) reported a glass ceiling change for women, however the movement is
not as apparent in industries heavily populated with men. Catalyst (2019) reported that before
approaching the glass ceiling; additional work needs to be done to eliminate barriers to getting
women to their first management roles.
A complementary yet complex phenomenon for women who get to leadership positions is
the glass cliff, where the role and work are particularly risky (Ryan et al., 2016). Ryan and
Haslam’s 2005 seminal research of the glass cliff were not all supported, as Adams et al. (2009)
found no evidence of differences in the gender of CEOs based on the objective. That is, when
Black women can break through the glass ceiling and advance, it is only to reach a glass cliff that
leads to a perilous situation where the work is considered unimportant, impossible, or

40
controversial; or maybe a combination of factors including chaos, under-resourced teams, and no
training (Barger, 2022).
Catalyst (2022) reported that even though data suggests record numbers of women CEOs
within Fortune 500 companies in 2021, it is still at least ten times higher odds that these
companies are led by men. Further, research from Catalyst found women were almost half the
workforce at 47%, but only 40.9% of managers; Black women held a significantly smaller
portion of the management position at 4.3%, giving way to the concrete or cement ceiling. The
ceiling figurately and visually helps describe challenges to women’s ascent to leadership.
Concrete or Cement Ceiling
A step further than the glass ceiling is the almost insurmountable cement or concrete
ceiling Black women experience, including social, financial, and institutional barriers that are
much more complicated than invisible glass (V. Williams & Sullivan, 2020). Barnes (2017)
defines it as the “degree of difficulty African American women face in striving to conquer the
challenges of becoming a leader” (p. 47). McGirt (2017) described a similar phenomenon in the
black ceiling: the lack of Black women in executive leadership. It is evident in the literature that
Black women often face a concrete or cement ceiling in corporate settings which demands a
renewed commitment to inclusion in the workplace.
Inclusion
Workplace Inclusion (WI) is a critical outcome of Human Resource (HR) diversity
practices for both majority and minority employees (Buengeler et al., 2018); it is less focused on
demographics and more focused on celebrating and leveraging the unique knowledge, skills, and
expertise brought by individuals in the organization (Kirchenbauer, 2020; “Moves to Increase,”
2018). WI creates opportunities to influence decision-making and utilize organization resources

41
that require input from all individuals (Ahmed et al., 2022). The literature defined WI in a
variety of ways, employee’s perception of their position in decision-making and access to
resources (Mor-Barak & Cherin, 1998), feeling accepted and more like an insider (Hope Pelled
et al., 1999), belonging and being socially included (Katz & Miller, 2002; Pearce & Randel,
2004; Roberson, 2006). WI also encompasses actions of colleagues that cultivate an environment
of camaraderie and fosters a sense of belonging (“Moves to increase,” 2018).
WI is important to understand and actualize because research (Nishii, 2013; Shore et al.,
2011) reveals it mitigates both benefits and challenges that may come with diversity efforts, such
as increased interpersonal conflict and group cohesion (Shore et al., 2018). WI was also found to
motivate personnel to perform well (Ahmed et al., 2022) because of information transfer
evidenced through skill and knowledge development (Pearce & Randel, 2004) as well as positive
feelings of support and value associated with job role and innovation (Chen & Tang, 2018).
Further, those who feel connected, and a part of the organization and the respective mission tend
to give more flex time when needed therefore being more likely to reach their full potential
(April et al., 2009; Pearce & Randel, 2004). Sugandha (2022) posited antecedents to employee
engagement included positive emotions like pride, involvement, and perceptions of respect,
which ultimately precipitate enhanced performance and increased time and investments using
discretionary effort.
One place to gauge the reputation of a non-discriminatory employer is through Fortune’s
100 Best Companies to Work For (BCWF), which has implications for inclusivity. It could be
inferred that historically marginalized groups employed by selected organizations may offer a
greater sense of camaraderie and sense of belonging (“Moves to Increase,” 2018). Research on
the BCWF found organizations who were rated higher were more effective in fairness and

42
comradery, however, historically marginalized groups rated the organizations lower than that of
their White counterparts due to inclusion (Carberry & Meyers, 2017).
The experience of inclusion is an ongoing obstacle for Black women. Survey data
revealed that Black women are the least likely to feel valued and treated with respect, and report
that everyone is treated fairly in the workplace (Grafstein, 2019). Additional research found
Black women, are more likely to be undermined at work by others, experience implied lack of
qualifications, being mistaken for someone at a lower position, and have their judgment
questioned (LeanIn, 2021). Grafstein, 2019) suggested that feeling valued in a trusting and open
environment positively impacts engagement and cultivates inclusion. Creating a culture of
inclusion must be intentional, and the absence of one is costly.
Cost of Inclusion and Coping Strategies for Black Women
The cost of inclusion for Black women in various societal and professional settings is a
multifaceted challenge that encompasses systemic barriers and individual strategies. Assimilation
in the workplace for historically marginalized groups is often at the expense of sacrificing the
expression of their identity and not feeling valued (Rumens & Kerfoot, 2009). The deleterious
impact of the challenging and discouraging experiences faced by Black women is often referred
to as an emotional tax (Catalyst, 2016), and an inclusion tax (Melaku & Beeman, 2023) in the
literature. Identity shifting requires psychological effort and depending on how often an
individual has to relocate personal resources, one may develop ways to avoid identity shifting,
like resistance, denial, silence, and minimizing engagement with colleagues and social networks
(Dickens & Chavez, 2018). Specifically, regarding advancement, Hines and Fitts Ward (2022)
found 72% of Black women code-switch or identity switch as a strategy for career advancement.

43
The literature reported Black women most likely use coping strategies, categorized into
religion and spirituality, armoring, shifting, support network, sponsorship and mentorship, and
self-care to deal with the humiliation, marginalization, and frustration that come with their
experience in the workplace (Holder et al., 2015). The microaggressions process model
developed by K. F. Jackson (2011) was used as a framework to show the connection between
microaggressions, processes, and coping strategies. Table 4 demonstrates the coping theme
clusters and their associated meaning.

44
Table 4
Coping Theme Clusters and Their Associated Meaning
Themes Formulated Meaning
Coping with racial microaggressions:
Armoring
Pride in self and culture
Promote abilities and strengthen determination
Personal excellence and validation
Creating work persona
Meaning of career in life
Accommodation of others’ ignorance
Acquisition of knowledge
Financial security
Coping with racial microaggressions:
Shifting
De-emphasizing rachial differences
Withholding personal information
Challenge stereotypes of Black women
Role of excellence
Coping with racial microaggressions:
Support Network
Validate experiences of racial microaggressions
Consider source of advice
Avoid internalizing negative messages
Gain access to resources
Coping with racial microaggressions:
Sponsorship & mentorship
Feel empowered
Received coaching and advice
Coping with racial microaggressions: Selfcare
Psychotherapy
Physical exercise
Spa treatments
Taking vacation
Reading and writing
Note. Adapted from “Racial microaggression experiences and coping strategies of Black women
in corporate leadership,” by Holder, A. M. B., Jackson, M. A., & Ponterotto, J. G. (2015).
Qualitative Psychology, 2(2), 164-180. https://doi.org/10.1037/qup0000024.)

45
Promising Practices for DEI That Impact Black Women
The DEI field continues to evolve, and many organizations are looking to promising
practices for the betterment of the company and for some individuals. There is no shortage of
acronyms for a very complex field, with organizations at multiple stages, D&I, DEI, EDI, DEIB,
IDEA, and JEDI, with the J standing for justice, the B for belonging, and the A for access
(Zheng, 2022a); however, an organization must name what the organization wants to actualize.
The DEI Industrial Complex postulates that the 10-billion-dollar industry may be ineffective in
some areas and enable or perpetuate what has already been the precedence in equity (Zheng,
2022b). Table 5 is not meant to be all-inclusive list of DEP practices but is intended to provide
scaffolding for the critical elements needed to build a strategy that will impact Black women and
lift all employees.
Table 5
DEI Promising Practices
Promising Practice Elements to
Consider
Supporting Evidence
Systemic Change Accountability
Measurement
Goals
Roles
Multifunctional
Council/Taskforce
Organizational
Pulses
Transparency
Employees at all levels worry about what others
will think through the
Employees at all levels worry about what others
will think through the sociological
phenomenon of the “looking-glass self,”
particularly managers who may have
decisions questioned due to a diversity
manager, task force, or the like (Dobbin &
Kalev, 2022).
DEI volunteerism can augment, but not replace,
a well-funded and resourced entity with
trained professionals (Zheng, 2022a).
DEI needs standardization, quality control, and
accountability (Zheng,2022a). The best DEI
programs are fluid, regularly reviewed (P. T.

46
Promising Practice Elements to
Consider
Supporting Evidence
Coleman et al., 2022), and updated with not
only the support of a DEI function but active
involvement of the managers (Dobbin &
Kalev, 2022).
Diversity taskforces have been shown to boost
management diversity Dobbin & Kalev,
2022).
Systemic Change Accountability
Measurement
Goals
Roles
Multifunctional
Council/Taskforce
Organizational
Pulses
Transparency
Public scrutiny in the view of data does not
beget change; however, it has been shown to
increase commitment to action. Dobbin &
Kalev, 2022).
DEI expands beyond Human Resources and
should be thought of across the organization
(Bopaiah, 2021; Davis, 2022; Dobbin &
Kalev, 2022).
Network
Advancement
Mentoring
Sponsorship
Coaching
Employee Resource
Groups (ERGs)
Mentoring programs often benefit employees
classified as having high potential, where
women and racially diverse individuals tend
to be left behind (Dobbin & Kalev, 2022).
Democratize
Solutions
Recruitment
Retention
Training
Development
Advancement
Work-Life Harmony
Under meritocracy, career systems that tend to
exclude women and non-White individuals
will continue. (Dobbin & Kalev, 2022).
Training can be helpful and harmful if not
implemented thoughtfully and with
reinforcement and follow up (Zheng, 2022a).
Work-life support is particularly helpful for
Black, LatinX, and Asian American women
who are more likely to be single parents, care
givers of parents, or in dual careers (Dobbin
& Kalev, 2022).
Center the individual of impact by listening and
co-creating interventions (Dobbin & Kalev,
2022).
Data collection through focus groups, surveys,
assessments, document reviews, etc., can be
helpful (P. T. Coleman et al., 2022).

47
Promising Practice Elements to
Consider
Supporting Evidence
Inclusive
Leadership&
Language
Posture of
exploration of the
field across all
roles within the
company.
Open-mindedness, emotional regulation,
criticality, and graciousness (Zheng, 2022a).
All managers are change agents and have a
responsibility to foster environments to
mitigate stereotypes by creating diverse work
teams (Dobbin & Kalev, 2022).
Cultural competence should be a key focus area
of people development (Davis, 2022) conflict
resolution (P. T. Coleman et al., 2022).
Identity related terminology and social science
concepts are helpful, yet varying individuals
may use outdated language or some that do
not resonate or stay curious (Zheng, 2022a).
Words matter, and the construct of sentences
matters as they often reflect the context of
individual thought, and the sentiment of the
isms can be apparent and harmful (Bopaiah,
2021).
Cultural
Transformation
Change
Management
Cultivate a culture
of psychological
safety and trust
Workplace culture and business process
congruency produces more effective
outcomes (Pathiranage, 2019).
Trust in the workplace drives performance, and
trust between employees and leaders is critical
(Fischer & Walker, 2022; Zheng, 2022a).
Theoretical Framework
This study is grounded in the theoretical framework of intersectionality. Intersectionality
explores the constructs of Race, class, and gender and the systems of oppression at their
convergence based on an individual’s identity (Collins, 1986; Crenshaw, 1989/2018). Cross
(1995) developed the four-stage model that is most widely used to research racial identity: preencounter (assimilation/miseducation/self-hatred), encounter (confusion/alarm/depression),
immersion (Black involvement, internalization (Black self-acceptance), and commitment.

48
Similarly, Helms (1990) explored a similar four-stage model for womanist identity. Womanist
identity differentiate between women of color in contrast to feminists (Thomas et al., 2004).
The intersectional framework that undergirds this study focuses on the point at which
multiple systems of oppression meet based on individuals’ identity and impact Black women in
the workplace. Crenshaw (1989/2018) is ultimately credited with coining the term
intersectionality, while Collins (1998) popularized it, with countless other feminists to follow.
Combahee River Collective, for example was committed to combating many of the isms, noting
the intersection point is interlocking and complex. Further, Bowleg (2012) asserted intersectional
research focused on socially constructed concepts and would be better served with a focus on
dimensions of experience like earnings, access to health care, and stress to exemplify
intersectional research.
Chao and Moon (2005) introduced a cultural mosaic framework that engulfed varying
cultural, geographic, associative, and demographic considerations. The mosaic model extended
intersectionality research to management scholarship, and yielded predictable stereotypes,
expectations, and evaluations because employers now have access to more multifaceted
demographic information (Hall et al., 2019). How individuals identify, and perceptions around
their identity will continue to evolve with DEI (Zheng, 2022).
Summary
The workplace is a dynamic place with an opportunity and responsibility to transform
people's lives and business operations. Research provided a foundation for the evolving field of
DEI and the workplace experience of Black women. The literature explicitly names the arduous
and defeating experience of Black women, despite DEI efforts in the workplace (Catalyst, 2016;
Grafstein, 2019; Hines & Fitts Ward, 2022; Holder et al., 2015; LeanIn, 2021; Rumens &

49
Kerfoot, 2009). The areas of retention, development, advancement, and inclusion were the key
elements of the Employee Experience that were reviewed, and it could be concluded they are
intertwined, similar to intersectionality recognizing the factors are not mutually exclusive but
compounding. Resultingly, all contributors of the workplace ecosystem that establish and
cultivate culture may be able to reimagine and democratically redesign DEI interventions that
positively impact Black women and organizational culture. While the past is telling and gleaning
insights can be helpful from the literature, researchers must be intentional in identifying and
highlighting interventions that will improve the experience for Black women in the workplace, a
place they describe as “a space not intended for us” (Henry, 2000, p. 520.)

50
Chapter Three: Methodology
The problem of practice in this study was the ineffectiveness of DEI interventions in
corporate settings, specifically their lack of positive impact on Black women. This study aimed
to understand the critical element(s) of DEI interventions that drive substantive change in the
corporate environment and enhance the experience of Black women. This chapter explains the
design and methodology used to facilitate data collection and subsequent analysis. It also delves
into how the data is analyzed.
Research Question
The research question derived from the theoretical framework that guided this study was:
1. What DEI interventions are most impactful for Black women in the workplace?
Overview of Methodology
Qualitative research is often used to examine and understand why groups or individuals
impute a particular concern in a personal, inductive way that allows for complexity (Creswell &
Creswell, 2018). Merriam and Tisdell (2015) posited qualitative researchers seek “understanding
in how people interpret their experiences, how they construct their worlds, and what meaning
they attribute to their experiences” (p. 6). Further, the study was designed to meet the eight
criteria for excellent qualitative research: worthy topic, rich rigor, sincerity, credibility,
resonance, significant contribution, ethical, and meaningful coherence, as defined by Tracy
(2010). Interviews were conducted to explore the perceptions, attitudes, and beliefs around DEI
interventions in the workplace and their impact, or lack thereof, on Black women.
The Researcher
As the researcher conducting this study and a Black, able bodied, educated, woman of the
millennial generation with Post Traumatic Stress Disorder (PTSD), it was critical to examine my

51
positionality and bias for the audience of interest and potential impact, Black women of which I
am a member. Additionally, my socioeconomic status, hair texture, and fair skin add additional
variables may have inadvertently impacted the study as delimitation. I would be remiss not to
mention my deep passion and interest in realizing an equitable workplace environment for all
employees, with a keen focus on Black women. I wanted to understand more about the varying
perspectives within the very diverse group of Black women. At the intersection of many of my
personal identifiers, my worldview is established as an equity enthusiast and altruistic humancentered activist. Daily, as a part of my vocation in the DEI field as a practitioner, I seek to reach
and impact people actualizing equity and social justice is my dream.
As a result of my positionality, unintentional yet potential bias may occur in how I hear,
relate, and empathize with the interview responses. Vulnerably, I also share the potential impact
on how the information is interpreted and how conclusions are constructed if not intentionally
mitigated. Based on the known existing complexities, there are several strategies I incorporated
into the study. The mitigation strategies that were used are naming my bias, recording for more
objective active listening post-interviews, interviewee transcript review, intentional sampling,
and continuous reflection of my positionality through a researcher diary. Using narrative
reflexivity as displayed by this paragraph is a purposeful element to acknowledge existing bias
(Janak, 2018).
Data Sources
Interviews
The data source for this study was interviews that were focused on collecting thorough
and plentiful information through discussion. An interview in qualitative research is a
conversation between a researcher and participant focused on a particular research question(s)

52
(Merriam & Tisdell, 2015). The sub-sections that follow outline the participants,
instrumentation, data collection procedures, and data analysis considerations for this study.
Participants
The population for the interviews were 10 Black women who work for Fortune 1000
companies. The literature suggested there is not a golden standard sample size in practice;
however, it is estimated that redundancy or saturation of similar answers can or will be reached,
signaling no new information will be revealed or said differently, adequate coverage (sufficient)
of the phenomena is covered (Merriam & Tisdell, 2016; Suri, 2011). As such, there were two
groups of five Black women equally stratified by their professional status as either a DEI
practitioner or not. This choice was based on wanting to gain insight from those in close
proximity to DEI at their organizations and those who were not. Within the DEI practitioner
group, there is no additional stratification. However, within the non-DEI practitioner group,
some were individual contributors, and others lead employees in the organization as defined by
their role. Black women in corporate Fortune 1000 organizations were the appropriate audience
for the research question and study’s focus because these individuals are closest to the DEI work
as either a practitioner and, or part of the community the research sought to understand (Black
women).
Mixed purposeful sampling, specifically a mixture of convenience and snowball or
network sampling, was used to identify participants, acknowledging a small dimension of
convenience is often a part of any sample (Merriam & Tisdell, 2015). This approach allowed
flexibility to meet multiple stakeholders (Luborsky & Rubinstein, 1995; Patton, 2002), which
supported making informed decisions regarding the sample, improving the quality of qualitative

53
research (Suri, 2011). Further, Merriam and Tisdell (2015) noted purposeful sampling allows for
an in-depth understanding of what is often information-rich in the literature.
Study participants were recruited through a public posting and personal outreach through
LinkedIn. The initial solicitation for inters was a public posting that asked interested individuals
to complete a quick survey that had inclusion criteria. The key criteria for participation were
being Black, a woman, and worked for a Fortune 1000 organization. After completion of the
survey, each perspective participant was contacted through direct messaging with instruction on
the next steps of engagement in the study. After expectations were set, interviews were schedule
and upon participation agreement, the study commenced. As a small token of appreciation, each
participant received a $10.00 gift card to Starbucks Coffee.
Instrumentation
This study used semi-structured interviews due to the coupling of a flexible yet structured
structure to allow for agility while also requiring a certain amount of the same information from
all respondents. As Merriam and Tisdell (2015) discussed, this exploratory tool contains a list of
questions or issues without the rigid, predetermined wording or order. This approach gave the
capacity to have open-ended questions with some structure. It was the most appropriate approach
because although there was deep interest in gaining some of the same information from each
respondent, it also allowed the interviews to evolve based on the responses. The determining
factor between choosing semi-structure over structured was the option to ask follow-up probing
questions which created a more organic flow. I would be remiss not to mention the growing
experience of interviewing on my behalf. Kallio et al. (2016) suggested the -semi-structured
provided flexibility which could be helpful to the interview process. Further, depth was highly

54
sought after, and this approach gave the most mailable way to focus without being explicitly
prescriptive.
Most of the questions were open-ended, classified as ideal position questions, devil’s
advocate questions, and interpretive questions, as defined by Merriam and Tisdell (2015). The
questions provided an opportunity to examine experiences and behaviors, opinions and values,
knowledge, feelings, and demographic information. This approach was particularly helpful
because it allowed for the expression of knowledge and feeling, which was intentional in the
design based on the research question grounding in understanding, and effectiveness. The
specific interview questions were guided by the research question and the theoretical framework
set forth in the study. The literature review, DEI expertise, and personal experience undergirded
the interview protocol located in Appendix A.
Data Collection Procedures
The computer mediated communication (CMC) interviews were approximately 60
minutes in length. The approximation is due to preplanned buffer that created a more subtle and
authentic beginning and end. It was intentional to ensure ample time to set the tone, co-create the
experience, and end with the opportunity to share openly, as creating rapport with participants is
essential (Merriam & Tisdell, 2015). The interviews were scheduled through a CMC tool, Zoom,
to minimize concerns with travel, time zone, and provide greater convenience for caregivers.
This approach provided privacy and both an audio and visual record with transcription. Being
discrete is a concept that Bogdan and Biklen (2007) emphasized, and discretion was captured in
the virtual (Zoom) setting. The trustworthiness of data collection was explained to ensure as
much trust was established as feasibly possible.

55
Interviews were conducted via Zoom. Audio and video were used with the explicit
permission of all ten interviewees and will be destroyed once the recording is no longer needed
for the study. The recording feature was turned off by default when each session started until I
was given permission to commence recording from the interviewee.
Data Analysis
The purpose of data analysis is to derive meaning from the collected data (Merriam &
Tisdell, 2015). The qualitative data for this study included data from interviews. Analyzing
qualitative data involves coding and identifying themes that help answer the research question
(Merriam & Tisdell, 2015). Reviewing video and reviewing transcripts of the interviews began
the coding process. The coding and categorization for this study was linked to DEI interventions
and elements of the experience for Black women in corporate settings.
Credibility and Trustworthiness
Credibility, sometimes referred to as internal validity, is the point where the research and
reality mirror one another-trustworthiness of the data (Merriam & Tisdell, 2015). Quotes and
clear perceptions were captured, but no personally identifying information was affiliated.
Merriam and Tisdell (2015) asserted several ways to increase credibility and trustworthiness
included methodological rigor, adequate engagement, and respondent validation, all of which
were included in this study. I sought to provide rich and descriptive data providing transparency
into as much information as possible while steadfastly protecting the participants. Post
developing trust and protecting anonymity, I used respondent validation, sometimes referred to
as member checking both often and consistently throughout. Merriam and Tisdell (2015)
suggested these interventions could be particularly helpful in increasing credibility, which was
the catalyst for the inclusion of interpretive questions; however, follow-up was used as necessary

56
for true saturation. I provided participants with the information sheet for exempt research in
Appendix B.
Ethics
H. J. Rubin and Rubin (2011) identified three broad principles that should be central to
all research: respect for the participants, do not pressure the participants, and do not harm the
participants. Glesne (2011) asserted the right to privacy or confidentiality is usually of utmost
concern for participants. I made sure all participants knew participation was confidential, and
that key demographic or identifying information will not be divulged. As a part of informed
consent, participants were informed that their participation was voluntary, there well-being was
priority and, the participants reserved the right to remove themselves from the study at any time.
The dissemination of the results of this study are through the dissertation, but the hope is to share
best practices with DEI leaders across the globe to impact Black women worldwide. No data was
gathered before the institutional review board approval. Ethical concerns in research are
extensive and were considered throughout the entirety of the research process shown in Table 6
(Creswell & Creswell, 2018).

57
Table 6
Ethical Issues in Qualitative Research
Where in the process
of research, the
ethical issue occurs
Type of ethical issue How to address the issue
Prior to conducting
the study
Seek college/university
approval through an
institutional review
board (IRB).
Select a site without a
vested interest in
outcome of study.
Submit proposal for IRB approval.
Select site that will not raise power issues
with researcher.
Beginning the study Identify a research
problem that will
benefit the participants.
Disclose purpose of the
study.
Do not pressure
participants into
signing consent forms.
Respect norms and
charters of indigenous
societies.
Conduct informal conversation with
participants about their needs.
Contact participants and inform them of the
general purpose of the study.
Tell participants that they do not have to
sign the form.
Find out about cultural, religious, gender,
and other differences that need to be
respected.
Collecting data Make certain that all
participants receive the
same treatment.
Avoid deceiving
participants
Respect potential power
imbalances and
exploitation in
interviews.
Build trust.
Discuss purpose of the study and how the
data will be used.
Avoid leading questions. Withhold sharing
personal impressions.
Avoid disclosing sensitive information.
Involve
participants as collaborators.
Provide rewards for participating.
Stay to questions stated in the interview
protocol.
Analyzing data Avoid siding with
participants (going
native).
Avoid disclosing only
positive results.
Report multiple perspectives.
Report contrary findings.
Assign fictious names or aliases.

58
Where in the process
of research, the
ethical issue occurs
Type of ethical issue How to address the issue
Respect the privacy and
anonymity of
participants.
Reporting, sharing,
and storing data
Avoid falsifying
authorship, evidence,
data, findings, and
conclusion.
Do not plagiarize.
Report honestly.
Reference APA guidelines for permissions
needed to reprint or adapt work of others.
Reporting, sharing,
and storing data
Use composite stories so that individuals
cannot be identified.
Use unbiased language appropriate for
audiences of the research.
Store data and materials per APA
guidelines.
Refrain from using the same material for
more than one publication.
Note. Adapted from “Research design: Qualitative, quantitative, and mixed methods
approaches,” by Creswell, J. W. & Creswell, J. D. (2018). Sage Publications.

59
Chapter Four: Findings
The purpose of this qualitative study was to explore DEI interventions that positively
impact the experience of Black women in corporate settings. The conceptual framework that
undergirded this study was intersectionality. Intersectionality, coined by Kimberle Crenshaw in
1989 originated to support Black women as both feminist theory and antiracist policy were
exclusive of their existence and experience. Crenshaw (1989/2018) clarified that her intention
was to provide a lens through which an individual can see where power originates and intersects
with its focus centered on the impact to Black women.
The problem of practice in this study was the ineffectiveness of DEI interventions in
corporate settings, specifically their lack of positive impact on Black Women. This study
included ten semi-structured interviews that precipitated insights and perspectives on the
experience of Black woman in corporate settings, and ultimately interventions that could
positively impact their work experience. This chapter provides the synthesis of the findings and
unveils themes supported by verbatims from the study designed to answer the following research
question:
RQ : What DEI interventions are most impactful for Black women in corporate settings?
The findings revealed themes related to the Black women’s work experience and
impactful DEI interventions in corporate settings. The threshold for determining the designation
of a theme from the research was based on frequency, which was defined as heard in at least five
out of ten interviews in this study. Although it was not the purpose of the study, the unrelenting
and evident theme of exhaustion emerged as a key finding regarding the Black woman’s
experience in corporate settings. The themes that arose regarding DEI interventions that could
positively impact the experience for Black women were the need for increased representation of

60
Black women in leadership and the integral need for community amongst themselves and others
in their respective organizations.
The synthesis of information in this chapter will first address findings regarding the
theme of exhaustion identified within the work experience of Black women, followed by themes
for DEI interventions that could positively impact the experience. This flow of information and
approach sets the scaffolding for understanding the intricacies and challenges in the workplace
experience, preceding what could positively impact it. While Black women, like many groups
may share some common experiences due to societal factors and social constructs, it is
paramount to acknowledge every person is unique and thus should not be treated like a monolith.
The richness of the individual comes from their experience through stories.
Participants
The interviewees in this study were Black woman who worked in a Fortune 1000
organization with breadth of variance in demographics. The virtual interviews were
approximately 60 minutes in length, and all took place over approximately four weeks.
Pseudonyms have been assigned to the participants as indicated in Table 1. These pseudonyms
will be used in the discussion of the findings throughout this chapter. The pseudonyms were
chosen with care as names are very important in the Black community, as with many
communities often connected to cultural, historical, or personal significance. As it relates to the
focus of this study, it is important to acknowledge literature suggests ethnic names have an
impact on individuals’ ability to secure an interview or call back based (Abel, 2023).
Table 7 shows additional demographic information such as their current industry, people
leader designation, and profession as either a DEI practitioner or non-DEI practitioner. In this
study, people leader is defined as having at least one direct report.

61
Table 7
Study Participant Demographic Information
Participant Name Industry DEI/Non – DEI
Practitioner
People Leader
Amina Manufacturing Non-DEI
Practitioner
Yes
Brittney Technology Non-DEI
Practitioner
Yes
Chantelle Consumer Goods Non-DEI
Practitioner
No
Destiny Moving Non-DEI
Practitioner
No
Evelyn Real Estate DEI Practitioner No
Faith Home Healthcare DEI Practitioner No
Grace Construction DEI Practitioner No
Halle Manufacturing DEI Practitioner No
Imani Consumer Goods Non-DEI
Practitioner
Yes
Zoe Manufacturing DEI Practitioner No
Findings for Research Question 1
The purpose of the research question was to engage participations in an in-depth
conversation that would provide insights into promising practice for DEI as it relates to Black
women in corporate settings. Although information supplemental to the research question, it
would be negligent to withhold the resounding theme in the stories that arose were descriptions

62
of the experience for Black women in corporate settings as exhausting. The exhaustion
mentioned unanimously, described by all participants came from a variety of places with the two
most common contributors being assimilation and often being the only, double only in the room.
The double only term refers to being the only woman and only person of the same Race in the
same space (LeanIn, 2021). Note, the double only term is a reference that originated from
research conducted by LeanIn.org in their annual exploration of key findings regarding women
in the workplace. The participants shared the cumulative effect contributes to mental, emotional,
and physical fatigue all embodying the tremendous bearing of exhaustion. The themes that arose
regarding impactful DEI interventions for Black women in corporate settings were increased
representation in leadership, and the integral need for community amongst themselves and others
in their respective organization. The findings will first elaborate on the resonant sentiment of
exhaustion followed by the themes related to impactful interventions.
Theme 1: Exhaustion as a Black Woman in Corporate Settings
Exhaustion was the first and most apparent theme to address in the findings of this
research. Brittney designated the experience as, “a corrupt regime, I'd say overthrow the dictator
and destroy it all, because it's all from top to bottom, insidious, filled with bias, filled with
corruption.” This type of environment can be very enervating to manage. Specifically speaking
to Black women in senior level roles, Zoe affirmed:
The challenges of navigating the C-Suite as a Black women, the unspoken rules that we
have to follow to be able to be successful while still maintaining our integrity and identity
can be excruciating and exhausting and is probably, if I had to guess the reason why there
aren’t many of us at that level.

63
All participants explained parts of their corporate workplace experience as exhausting. As
observed during the interviews, the confidential space in the interview to share about their
experience brought relief, release, and a sense of value. One could see and feel their bodies
physically relax and posture shift from rigid and erect in the chair in the virtual meeting room to
tranquil. Amina, Chantel, Destiny, Evelyn, Grace, and Halle termed the conversation as
therapeutic as they often did not feel seen or heard and rarely, if ever, asked about their personal
experience in the workplace. Evelyn asserted,
We [are] tired of not having the space to be our authentic selves because we have to carry
other people's foolishness and make space for other people's foolishness. We can't focus
on being who we were created to be. It’s hard being a Black woman in corporate, we are
tired, we can't focus on doing the things that we love to do because we're always having
to navigate through them… I'm looking at all the stories of the Black women that are
passing away from this mess. I worry sometimes and try to keep our wellbeing on my
radar because we are a bend and not break people. Sometimes you almost wish you
would break so you could go ahead and get put back together.
Albeit exhausting, Brittany stated, “… I know the importance of the torch that I have to carry
and it’s really heavy, I don’t think others understand…” and seemingly many of the other women
agreed with this sentiment.
Another element that contributes to the exhaustion of Black women is the need to “show
up stronger than my counterpart”, as Halle outlined her daily preparation to face the corporate
workplace. Seven of the participants spoke to the unspoken expectation of having to show up
better than their colleagues. Zoe highlighted, “I want people to know about the double standard
of Black women having to prove themselves before given opportunities where others are given

64
opportunities based on potential.” Even before opportunities are part of the equation, Black
women have grown accustomed to questions like “where did you study” [to prove their worth]
Amina reported.
The participants shared reflections shown in Table 8 that highlight the exhaustion that
originated from their individual and unique experiences.

65
Table 8
Exhaustion in Corporate Settings for Black Women
Participant Response
Chantelle “Often, I just disengage, but depending upon the scenario, and what is
happening around me, I will then determine how much energy I have
and need to expend to correct a situation or to add my unique
perspective being a single Black female.”
Grace “…so when we get into the corporate space, we tend to work way more
than we need to and that can be a detriment to our physical, mental,
and emotional health, and we don’t recognize that.”
Faith “I’m tired, but I’ll never turn down an opportunity. You get into
something, and you know you already feel like we have to operate
100% times better than everybody else. You have to have a different
strategy to navigate these spaces because we are playing a different
game then everybody else… it’s just more about the strategic
approach for you recognizing that you know the way people see you [a
Black woman].”
Amina “I’m noticing here I have to demonstrate a bit more patience [it’s
tiring], simply because they’ve never interacted with anyone like me .
Some of it is company culture, and some of it is I don’t know how to
take you [Black woman] .”
Halle “The same way we sit in the uncomfortableness [discomfort] of
systemic racism majority of the time [exhaustion], others need to sit in
it and face the reality.”
Brittney “Why do we have to overcome everything other don’t, I’m just, I’m
tired…why cant we live a peaceful existence and not have to fight all
of the time?”
Evelyn “Success for Black women in DEI is when we are not tired all of the
time. When we aren’t worn down from having to have all the
conversations and navigating through situations.”
As evidenced by the verbatims in Table 8, the resounding theme of exhaustion can be
crippling and leave Black women void in countless ways they want to be present for themselves

66
and others. Seven of the participants shared they would exit a corporate setting if they had a
viable opportunity that would allow them to provide for themselves and their families. Grace
asserted, “our culture is deeply rooted in White supremacy and misogynistic values and views in
a lot of ways and spaces.” Suggesting that corporate environments assert the superiority of White
people over other racial backgrounds and disenfranchise women which could be a driver for
exhaustion and the interest in their exit. It is at the intersection of this dichotomy where the
exhausting experience for Black women takes place, as their existence is in direct opposition of
the corporate culture.
The three sub themes that surfaced within the theme of exhaustion were (a) the feeling of
being invisible; (b) being a double only; and (c) constant assimilation and code switching. These
sub-themes are discussed in detail, with supporting evidence in the following sub-sections.
Invisibility
Invisibility permeated the conversations with participants as they described their work
experience in corporate settings. The notion of not being seen or heard rendered both their
accomplishments and challenges as unnoticed or absent. Nine of the ten participants overtly
stated they were excited to be a part of the study because it made them feel more visible and
valued; the interview provided them a safe space to be seen and heard authentically and
unfiltered.
Invisibility showed up both literally in their physical presence in meetings and
figuratively in the representation of their work as the corporate workplace experience was
described. Destiny recounted the joyful, yet rare experience of having her perspective sought
after once in her 30 plus year corporate career by stating, “I’ve never had that experience,
especially working with a male, especially working with a White male.” Further, six of the ten

67
participants described meetings and rooms where Black women were not physically present to
help inform important business decisions. Even in instances where they were physically present,
they often felt more like a token than truly invited to add value or insights to inform a decision.
Amina shared:
I’m convinced, I would have never been here [at this level] if they [the organization] was
not looking to respond to some of the social unrest and expectations [to diversify
associate populations, especially at the leadership level]. I later found out it was the
directive from the board that the senior leadership team onboard a diverse candidate. It’s
the environment we work in. You know my philosophy is and has been if they’re willing
to compensate me and I’m able to provide for my family and create that sort of
generational wealth for them, it’s a sacrifice I can make [even if it doesn’t feel good,
because I am more than qualified and capable to do the job].
Table 9 substantiates and gives voice to other experiences of invisibility heard from Black
women in this study.

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Table 9
Invisibility Experienced by Black Women in Corporate Settings
Participant Response
Zoe “I don’t feel like you can find a shoe that fits me until you measure it
and that hasn’t been done.”
Chantelle “And no one even tries to really bring me into those conversations
when I’m silent because [they assume] I don’t have anything to
contribute …”
Amina “I have often entered rooms where I felt as if I was discounted before I
even opened my mouth, and when I opened my mouth, I
immediately contributed and I could actually see, you know,
physically people relax and say, oh yea, she’s not one of them, you
know she’s actually valued.”
Destiny “My Chief People Officer valued us [Black women] and allowed us
[Black Women] to be heard and we were not discounted which was
very meaningful to me because I’ve been discounted before.”
Imani “People need to understand the experience of Black females in
leadership…a different set of challenges that has yet to be fully
communicated or explored.”
Double Only
Being the only woman, and only Black individual or double only in the room has its own
unique set of opportunities that can be seen and experienced positively or negatively. It is very
lonely and can add a lot of pressure, yet at times also be empowering. Grace described the
double only experience as comparable to “…a Unicorn and I need to make sure that I’m leaving
Black girl magic if you will. It can also be seen as positive, because if they [colleagues] do trust
you, they may listen.” The term unicorn, very commonly used in the Black community when
describing Black women at work can be seen as positive when intended to celebrate unique
qualities or accomplishments; it can also be seen negatively when it implies the attribute or

69
quality of interest is rare in the larger group. Black Girl Magic (BGM) is a cultural and social
phrase unique to the Black woman’s experience in and out of the workplace. BGM dates to at
least 2011, as an endearing way to acknowledge the greatness that comes from a Black girl or
woman. Either positive or negative, the road as a Black woman in the corporate environment is
often traveled alone. Evelyn verbalized, “whether we are navigating through obvious situations,
racism and microaggressions and all the things or we are in my situation [respected], I am the
only one.” Amina, a Vice President and General Manager in her organization, coalesced feelings
of her presence and potential invisibility in the ever-present question, “did you hire me because
you had to, or do you really care what I have to say?”
Often, being a double only as a Black woman can set one up to be tokenized or used to
provide the appearance of diversity in representation at an organization. Again, another area
where there could be positive and or negative outcomes. Grace acknowledged, “one of the
common obstacles that I see, is that Black women tend to fall for the tokenism piece because not
every Black woman is equipped to successfully be an ADEI [(Access, Diversity, Equity,
Inclusion)] practitioner or ADEI leader [and they take the role].” Table 10 shows additional
perspectives on the impact of being a double only as a Black woman.

70
Table 10
The Double Only Articulated
Participant Response
Zoe “…its hard because the numbers [of Black women] are so small,
we don’t hit critical mass which makes it hard to approach the
business to resource an intervention.”
Chantelle “And so, you know, if I’m gonna’[going to] be the only one in the
room, I’m gonna’[going to] be the best dressed person in the
room…it allows me to show up in those spaces loudly but quiet
at the same time.”
Destiny “We are in a whole another century and I’m still hearing she was
the first Black female…in my opinion, we should not be going
through what my parents and grandparents struggled for and we
are still here.”
Amina “I’m used to being the only and that honestly motivates me.”
Evelyn “We are so spread apart [in the organization] that there would still
be women who are lonely because there’s no, there’s no other
Black woman…”
Assimilation and Code-Switching
Grappling with the dual dynamic of assimilation and code-switching are very
commonplace for the Black woman in corporate settings. Assimilation in this context refers to
the adoption of the behaviors and customs of White individuals in the organization. Code
switching is similar but focused on modifications to communication style in a particular setting.
All the participants in the study spoke to their need to manipulate who they are to fit in the
organizational culture. Halle shared, “I code switch all the time to fit in, especially at new places.
I try not to fit the stereotypes that may be in their heads.” Imani elaborate, “At work, I purposely

71
do not come off as strong…I’m very aware and its very intentional.” This behavior is often
described as playing a game. As the interview broached the topic of assimilation and codeswitching, Destiny’s immediate comment was, “as I always say, I know how to play the game.”
Similarly, Faith declared, “if you chameleon that thing, it’s like alright, I can get through, but I
never came in with an approach of you have to accept me for who I am.”
Assimilation with physical appearance for Black women was prevalent in the interviews,
especially around the topic of hair. Chantelle rhetorically asked, “you know as Black women,
hair is always top of mind, can we show them our natural hair when we just start a job?” She
proceeded to tell a personal story of how she was in the process of manipulating her hair for a
work meeting and ended up burning it off. She described the experience as “traumatizing and
shook me [her] to my [her] core.” Further, she began to question, “why am I doing this…why do
I have to manipulate, like physically alter a part of myself to go into a place where I am
providing a service?” This sentiment of incessant personal modification to innate features and
characteristics were shared by eight of the ten participants. All participants affirmed at the
intersection of at least their Race and gender, assimilation was an expected part of their life while
working in corporate settings. Halle also shared a personal story in getting dressed for an event at
work, “I actually switched dresses because I am a beautiful back woman with a figure…it caused
anxiety, I didn’t want to be seen as provocative…yet the CEO still commented.” Zoe
summarized the aura captured through the following words, “…I wish we could show up
authentically, wear our hair how we want, do our nails, wear bright colors and not have to be
subject to microaggressions.”

72
The participants used the words assimilation and code-switching interchangeably to
describe instances or perspectives when they shifted who they were to fit in the corporate culture,
shown in Table 11.
Table 11
Assimilation and Code-Switching in Action
Participant Response
Destiny “…and then on top of that, being a black woman, we have to be
extra careful not to come off angry. We have to watch how we
look, our hair, everything because we could be perceived as
being something that we are not.”
“I can read the room very quickly whether it be work or where
[wherever], no matter what the situation is, I know how to
assimilate or know how to fit in
based upon where I am.”
Amina “So, I’m noticing in my new position, you know, I don’t want to
be the new person, the new black woman, the angry black
woman who knows it all.”
Halle “…I just want her [Black woman] to be able to thrive as she is, for
her to bring her whole self to work, whatever that looks like…”
Imani “I feel like there is a game and if you don’t know it, you will get
overlooked every single time.”
Evelyn “…you’re a leader, you should behave this way and there are no
nuances…”

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In addition to the key findings of invisibility, double only, assimilation and codeswitching as contributing factors to exhaustion in corporate settings for Black women; key
themes arose regarding impactful interventions to improve the experience. The key themes with
potential to be catalysts for change were (a) increased representation of Black women in
leadership and (b) the integral need for community amongst themselves and others in their
respective organizations. Notably, there was also a finding of a prominent intervention used by
many organizations that has not been successful. Eight of the ten interviewees illuded to the
enforcement of compliance DEI training, such as unconscious bias training and their impression
that those efforts have been futile as a one size fits all approach.
Theme 2: Increased representation is needed for Black Women in Corporate Settings
Increased representation in the context of the interviews focused on seeing other Black
women in leadership positions with decision making rights. The imperative for increased
representation for the interviewees was grounded in seeing other individuals that looked like
them and had influence. Amina stated, “…out of the 30 leaders with decision making power,
there is only one Black woman [more are needed].” Similarly, Destiny reported:
But when we’re thinking about top level leadership, it’s hard to for me to identify, you
know, to know Black women leaders …and diversified boards and all of those different
things that are the representation of what we’re trying to achieve. We are making
progress with the promotion [of Black women], [when] the number of Black women who
are in positions of authority [increases].
When there are so few Black women present to impact decisions, there is an overarching concern
that their voice and perspective is not included. Brittney asserted, “I’m gonna [going to]
represent my perspective that is my own perspective, but also it’s part of the perspective of a

74
Black woman in this system.” There is the responsibility and added pressure of representing all
Black women in the perspective itself, while also not getting anything wrong. If a Black woman
has a misstep, the weight of the impact to other Black women who come behind her can be
paralyzing. Destiny reflected:
I didn’t want to make any mistakes and I wanted to be the best leader that I could because
since I was the first, I didn’t want to be the last and I didn’t want to make it hard for the
next Black female, whoever that might be, and so there was a bit of added pressure.
Many times, Black women will get in positions and stay at the same level for extended
periods of time without growth, which can set the tone for what other Black women think is
possible. Beyond leadership roles, high visibility projects and development assignments were
also raised as areas where Black women are lacking or absent. Destiny shared, “…a lot of times
you will get in a position, and you are told there are opportunities for growth, and you just sit in
the role.” For example, Brittney shared, “I made things better and I did that year after year to
finally become a backfill after several years a backfill manager, with no pay increase.”
Black women in leadership roles have been helpful in progressing the careers of other
Black women through support and advocacy. Amina noted,” I was the change that I wanted to
see in the organization, and I held them accountable.” Halle shared, “they [Black women] have
put me in rooms where I would not normally be or just helping to promote me in different ways
when they [Black women] do have a voice and are able to share it.” Similarly, Imani reflected on
a Black woman that helped her get her first Fortune 500 job and she lit up as she described
obtaining a women in her life at work she now affectionally refers to as her “second mom
because if you want to learn she will teach you” and “she promotes Black women.” If Black
women are not present to offer this kind of support, it is less likely to happen. However, it should

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be noted the scarcity of Black women in leadership can create a crab in the barrel mentality that
was mentioned by seven of the ten participants. The crab in the barrel mentality refers to a visual
that describes a situation where individuals in the same community obstruct the progress of
another to get ahead. Although these women reported experiencing this phenomenon seldomly in
their career, it happened at least once, and it was very detrimental. Irrespective of the rare
harmful experience, it was evident representation of Black women at the leadership level remains
paramount as shown in Table 12.
Table 12
Representation at the Leadership Level Matters to Black Women
Participant Response
Destiny “There wasn’t a lot of us in positions of authority, we’re having to
fight to be heard.”
Halle “Its hard because that might be the only person that looks like you
that you might know, come in contact with or might have a
similar experience in the workplace.”
Grace “Representation provides a level of freedom in seeing other Black
women.”
Imani “When you see it, you believe it. I feel like it gives me the power
to know that I can really be the next VP at this company.”
Brittney “I’ve been in many interviews [at my company] where it is just
men and no one even thinks about gender until I mention it…”
Amina “I [Black woman leader] was the change that I wanted to see in
the organization and held them accountable. As soon as I join a
company, do I look to see if anybody looks like me in higher
levels of leadership.”

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Theme 3: Integral Need for Community
Community is profoundly important to Black women in corporate settings. All
participants spoke to a need for community amongst themselves and others. The magnitude of
community for Black women in the workplace is multifold, providing understanding and support
through affinity groups, networking opportunities through connection and development as a part
of mentoring and sponsorship. Community extends beyond the sub-themes mentioned, however
these examples rose notably due to frequency across the study. Community can create a space in
the work environment where an individual feels they belong. Evelyn noted, “I don't know how to
articulate this but for lack of a more prolific way of saying this, safety, we need to be able to be
who we are unapologetically and not have to think about ooh, I just split that bird.”
One-way organizations have worked to create safe spaces is through Employee Resource
Groups (ERGs) and/or affinity groups. Additional names for these groups include Affinity
Groups, Business Resources Groups (BRGs), Employee Business Resources Groups (EBRGs),
amongst many others. ERGs will be the termed used in these findings.
Employee Resource Groups (ERG)
ERGs are voluntary, employee led organizations within a workplace that bring together
individuals who share common interests, characteristics, or experiences. Strength in the ERG
comes from creating the ongoing opportunity for individuals of a similar background or interest
to connect and create comradery that is often less apparent or non-existent in other parts of the
workplace. Imani indicated a key benefit as, “seeing someone who looks like you and speaks like
you, can talk to you and really understand where you are coming from and what you are dealing
with.” Additionally, Brittney expressed “forums are needed to uplift and show them [Black
women] how this person made it happen.”

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While ERGs generally have a very positive impact, they can also pose a challenge for
individuals because participating and/or leading an ERG is all done in an individual’s
discretionary time and depending on the organizations appreciation of the work it may be a thank
less job. Amina recounted, “some challenges with leading ERG work is that it can also be seen
as invisible work…and there must be a clear value proposition.” Additionally, without executive
sponsorship and buy-in, an intervention like ERGs may be under supported. Amina continued
describing her experience as an ERG sponsor and always requiring executive sponsorship from
the CEO. She stated:
I got traction, but I didn’t get attention until I got executive sponsorship from the CEO,
[which was needed to support] mentoring, reverse mentoring, job shadowing, career
development, coaching, developing an ally and sponsorship program with genuine
feedback.
All participants spoke to the need of connection and to be heard and while ERGs can be
helpful, the participants named that more specificity was needed. Evelyn declared, “we [Black
women] are just different, we need our own space and I have not been part of an organization
that has attempted to create space specifically for us.” Zoe elaborated, “one of the most impactful
interventions I experienced was creating small intimate conversations [safe space] to have real,
raw dialogue.”
Black Woman’s ERG. ERGs were broadly embraced across most of the participants in
the study as a viable intervention, however more specificity was needed to reach Black women
with more intention. Evelyn declared, “I'm gonna [going to] make space for you [Black woman]
and Ima [going to] hold space for you because I know what to do.” Grace reflected on her
experience in a Black Women’s forum versus a more general Black ERG, “I’m seeing a level of

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freedom from these Black women and from this space that that I don’t see in a lot of other
organizations. Its liberating for me [to talk to engage solely with other Black women], I don’t get
that in my day to day.” Chantelle encapsulated the overall sentiment when she detailed:
I would think the most impactful thing that I’ve seen was this Black women’s collective
that I recently talked about since I’ve been in the workplace, because it’s really an
opportunity for only Black women to come to share their experiences, to share
information with one another so that they can thrive in the workplace. It’s impactful
because it is solely for Black women, it provides a safe space for us to address the things
that need to be addressed. From an emotional, psychological, physical and spiritual
perspective in a way that is unique to our culture.
Table 13 highlights verbatims from participants describing the sentiment of safety found in
ERGs or settings focused on Black women.
Table 13
ERGs can Provide Safe Spaces for Black Women to be Heard
Participant Response
Zoe “…As a vehicle to make sure their voices [Black women] are
amplified is to use our ERGs as a safe space and structure
whereby they could share lived experiences and if there was
something going on that needed exposure or attention.”
Halle “It’s just wanting to be heard, like hearing our experience.”
Brittney “I often got feedback from people afterwards [ERG sessions] that
they needed this [empowerment] today.”
Evelyn “We are so spread apart that even if I were to have an ERG for
Black women, some may still be lonely because there are no
other women in their demographic [geographic location].”

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In addition to internal communities that support Black women, nine participants raised
the need for external community as well to aid in their experience both personally and
professionally. One example that was raised continuously was leadership development
conferences that were geared towards Black women. Brittney lit up as she described, “…two and
a half days of empowering women…there was a Black woman who spoke, and she spoke life
into me that day. For women by women. I feel like every conference you walk away feeling a
little more empowered.” Further, Chantelle expounded, “I think conferences that really focus on
the experiences of Black professionals and not just through lectures and seminars, but through
like healing, right, including opportunities for people to really get at that deeper somatic healing
and trauma that they experience in their day-to-day.” Building community internally and
externally amongst Black women and those who identify differently is integrally important.
Networking
Networking is social capital an individual may have inside or outside (or both) of their
respective organization that often aids in their personal and professional development. It can help
make viable connections and break down barriers such as some overly bureaucratic corporate
environments, offer space for feedback, ongoing learning, and navigating written and unwritten
rules. It can be challenging for Black women to build their network due to limited representation,
stereotypes, double standards, access to informal settings, cultural mismatch amongst many other
factors. Table 14 highlights a few examples of the experience.

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Table 14
Networking is Essential for the Progression of Black Women in Corporate Settings
Participant Response
Brittney “And then I found some amazing Black women through
networking at my job and I was able to get them to talk about
their career stories…”
Grace “The network has been developed out of this has been phenomenal
and one I’m extremely appreciative of because like we stated
before, I don’t have a direct team, so I don’t have people in my
organization that I can bounce ideas off of… Getting the
awareness out and building allies everywhere in every space can
help move the needle.”
Faith “I’m attached, I’m networking both internally and externally. I
was at a conference full of leaders, and I told them I was
looking for a job, you still have to know what you want and
advocate for yourself.”
Networking is an essential part of a Black woman’s workplace experience as it relates to a sense
of belonging and progression. As part of the natural evolution of relationships established
through networks, mentors and sponsor can be a very helpful outcome.
Mentoring & Sponsorship
Mentoring and sponsorship were mentioned by every participant. Although different, the
participants used the words interchangeably to generally describe the need for support and
advocacy both privately and publicly. Mentoring in the context of this study referred to an
individual who provided a safe space, constructive feedback, ideas on areas for improvement,
and enhancement of skills. Sponsorship in the context of this study referred to the outward
vouching for an individual’s skills, competencies, and capabilities for highly visible projects,
new roles, and promotions. All participants had either personally experienced or witnessed the

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benefit of having someone to confide in and champion their work. Destiny shared her experience
of having to navigate corporate settings on her own, “I’ve never had a mentor, personally or
professionally and since I’ve never had one, I try to be that for other [because it is impactful].”
Table 15 includes examples of varying participants perspectives on mentoring and sponsorship
while also acknowledging some of the challenges Black women experience in getting them.
Table 15
Mentoring and Sponsorship are Impactful for Black Women with Access to It
Participant Response
Amina “I’ve never gotten coaching that I didn’t push hard for. I
remember a sponsor in my career that whenever this woman
would get promoted, she would reach back and say, hey come
with me.”
Faith “…a successful mentoring program would be with influential
leaders, not just anybody.”
Zoe “I think that would be the catalyst for mentoring and other
opportunities, and all the things we tend not to get…”
Evelyn “I wish there were more people who are going to speak our names
in reverence when we’re not in the room.”

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Through engagement with the participants, it became apparent that successful mentorship
and sponsorship programs are often paired with leadership development as an important part of
their design. Amina shared, “I was provided an advocate, a sponsor and a career
track…unfortunately this information is not shared with Black women.” This finding across
multiple participants emphasized that a mentor or sponsor alone may not precipitate the
protégé’s interest, leadership development needed to be a part of the equation. Faith elaborated,
“there needs to be leadership development programs where the intent is for you [the
organization] to promote someone out of that, like identity.” It was apparent all the elements
discussed as part of a comprehensive community like mentorship and sponsorship do not work in
isolation, but in partnership with other critical elements such as leadership development.
Summary of Findings
One research question was used to guide this study, “What DEI interventions are most
impactful for Black women in corporate settings? The themes that emerged during data analysis
to answer the question were: (a) exhaustion as a Black woman in corporate settings; (b) the need
for increased representation; and (c) the integral need for community. The theme of exhaustion
that arose in the study was not the intended focus of the interview, however it erupted and took
footing with all the participants in the study. Being a black woman presents a unique set of
challenges based on historical roots in White supremacy and misogyny generally that also exist
in the workplace. Intersectionality as Kimberle Crenshaw defined it, brings these two constructs
together at the lived experience of Black women.
To manage the overwhelming exhaustion in the workplace, the themes of the need for
increased representation of Black women and community became apparent. Within increased
representation, the focus remained on seeing more Black women in leadership roles that had

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decision making power. Secondly, community emerged as an integral need amongst other Black
women and other individuals in the workplace. The insights from the participants brought about
great appreciation for the complexity of their experience in the workplace and a call to action to
be a catalyst for change. Chapter 5 will focus on actionable recommendations, pivoting from
analysis to application.

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Chapter Five: Discussion and Recommendations
This final chapter includes a discussion on the findings and recommendations for future
consideration. This qualitative study sought to identify promising practices for DEI as it
specifically relates to the experience of Black women in corporate settings. Ten interviews of
Black women across varying industries and roles, amongst variance in other demographics
occurred over video for approximately 60 minutes for each conversation. The information
gathered in Chapter Four illuminated detail that uncovered insights regarding the experience of
Black women in corporate settings and potential interventions that could improve the experience.
Chapter Five takes the culmination of extensive research and analysis conducted in the study to
practical application.
Discussion of Findings
The findings of this study addressed the following research question:
1. What DEI interventions are most impactful for Black women in corporate settings?
This section will discuss the findings that emerged and their connection to existing literature.
The content presented within serves as a bridge between academic inquiry and practical
implications ahead of recommendations for consideration.
Finding One: Black Women are Exhausted in Corporate Settings
All participants interviewed expressed feelings of exhaustion in the corporate setting. As
Henry (2000) articulated, Black woman surviving in the workplace would be an experience
saturated with challenge and subsequent fatigue. The term misogynoir encapsulates the
multifaceted gendered racism that is experienced by Black women that can be further
compounded by other factors such as sexual orientation (Quaye et al., 2020). The research and
existing literature support the key finding that Black women are exhausted in corporate settings.

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Black women’s experiences are unique based on how their identities intersect in the
sociopolitical context in the United States (Patterson-Stephens & Hernández, 2018). More
specifically, “discrimination in the workplace against Black females comes in the form of
stereotypes, excessive demands, an absence of mentoring, exclusions from work cliques, being
ignore and/or harassed, and assumptions that they are incompetent” (Hall et al., 2012, p. 211).
Additionally, Black women are often charged an inclusion tax comprised of uncompensated and
unacknowledged work just to be included in predominately White spaces (Melaku, 2022; Shim,
2021). The consequences and negative impact to Black women are numerous as it relates to their
physical, psychological, emotional health and well-being and work performance (Everett et al.,
2010; Godoy et al., 2023; Gorski, 2019; Quaye et al., 2020). The experience is exhausting and
unhealthy. The sub themes of invisibility, double only, assimilation, and code switching as it
relates to contributing factors of the key finding of exhaustion will be addressed in the following
sections.
Invisibility
Nine of ten participants expressed that they have felt invisible in corporate settings.
Although hypervisible, literally visible as a Black woman, historical context has shaped an
expectation for them of being seen, yet not heard, thus figuratively invisible (Showunmi, 2023).
However, the tension of the interest in feeling both unique and belonging remains vital for Black
women (McCluney & Rabelo, 2019) as evidenced in the literature and the study. Literal visibility
is explored further in the section focused on the theme regarding the need for increased
representation of Black women in leadership. This section on invisibility is keenly focused on
being hypervisible, yet invisible at the same time.

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Through many examples in this study, history, and the literature, Black women are often
“simultaneously hypervisible and invisible and subsequently diminished and silenced in their
work life” (W. S. Williams, 2020, p. 125). Hypervisibility experienced by Black women often
causes other colleagues to question their perspectives (Showunmi, 2023) which can invalidate
their value personally and to the organization. Smith et al. (2019) introduced paradoxical effects
of intersectional invisibility, both benign and hostile, because of the reality that Black women
can be perceived as both intriguing and threating. This finding of both positive and negative
impacts of invisibility were congruent in the study and the literature, however skewing heavily to
the negative impact of hostile and threatening. Resultingly, Black women engage in a plethora of
coping mechanisms (Hall et al., 2012; Holder et al., 2015;) to endure the workplace. The
compounding mechanism of assimilation or identity shifting, discussed later in this chapter tends
to make Black women more invisible at work as they dissociate from their identity (Dickens et
al., 2019).
Double Only
All participants reported experiencing being a double or multiple (exceeding two) only in
rooms replete with White colleagues. Markedly, the “multiple only” designation for the
participants in the study were cognitive disabilities or sexual orientation. The intersection of only
identities such as gender, Race and others are salient, and the dynamics are notable both in the
study and in the literature. The identity of Black women uniquely puts them in a place of double
jeopardy based on their double only status; suggesting Black women’s experience with
discrimination is different from White women or Black men (Beal, 2008; Cassese et al., 2015).
Being an only has its own set of challenges and being a double or multiple only can proliferate

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the obstacles an individual may face in the workplace; Black woman are disproportionately
impacted by this reality (LeanIn, 2021).
As organizations continue to embrace diversity and inclusion as a positive for their
organization, increases in historically marginalized populations within is likely, but not without
fatigue of the tokenized experience (Shim, 2021). Black women are often aware they may be a
token to check at least two boxes, leveraged to show an organization is diverse, inclusive, and
they are seen in a great light until they push for advancement; this situation creates additional
hypervigilance and paranoia as one transitions from an endeared commodity to a threat
(Showunmi, 2023). The double only or multiple only is present in the literature under varying
terms such as double jeopardy (Cassese et al., 2015; Mosier & Pietri, 2021; Rosette &
Livingston, 2012;), double marginalization (Aniksha & Suganya, 2021), intersectionality
(Carbado et al., 2013; Clergé, 2023; Lewis et al., 2016); yet, the paradoxical terminology around
the unicorn experience of novelty and having to be monitored, proven (Pickette, 2022), magical
(Houck, 2019) and rare (Cormier, 2021) is still blooming. Being a double only can potentially
get you in rooms, but you ultimately may or may not be valued.
Assimilation and Code-Switching
Assimilation, also referred to as identity shifting (Dickens et al., 2019; Loyd et al., 2023)
or identity negotiation (Banerjee et al., 2022; Guillemot et al., 2022) in the literature, speaks to
the conscious or unconscious shift of an individual’s behavior or language. Both the literature
and the study were aligned in the requisite navigation needed and the expensive cost of inclusion.
Black women leverage a myriad of coping strategies to survive and mitigate discriminatory
experiences (Dicken et al., 2019; Holder et al., 2015). Namely, Black women will assimilate to a
predominately White male culture to combat espoused stereotypes (Dickens & Chavez, 2018), a

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psychological construct, or controlling images, a sociological construct (Jerald et al., 2017). The
most common stereotypes experienced by the participants in the study were the angry Black
women or hypersexualized Jezebel.
Even if the stereotypes are not internalized, they can negatively impact Black women and
generate stress based on knowing others may judge their behavior based on them (Jerald et al.,
2017; Roberson, 2006). The effort to constantly evade the angry Black women stereotype carried
a heavy weight (Quaye et al., 2020) in particular. All participant in this study made reference to
multiple experiences navigating the angry Black woman stereotype.
Black women oscillate between who they are authentically and who they need to be
based on social norms. Henry (2000, p. 523) referenced recounts of experiences in her work and
research that described the change as “blandification of corporate America,” as a way to describe
the shifting away from one’s own culture to fit what was needed to advance. Identity shifting is a
challenge with the push for authenticity at work to truly ignite innovation and growth. Hall et al.
(2012) asserted the subconscious shifting Black women experience compromises their health and
well-being including loss of sleep, hair loss, high blood pressure, anxiety, weight gain, and
emotional eating. Consistently having to shift who they are in the workplace can be deleterious
to their physical and psychological wellbeing (Dickens & Chavez, 2018; Dickens et al., 2019).
All participants in this study expressed the undeniable impact their natural Black hair has
in the workplace, and the assimilation required. However, six of the ten participants have chosen
to wear their natural hair despite the impact to their career or where they are in comfortability
with their choice. Assimilation to the White beauty standard was apparent in this study and is
supported significantly in the literature. Opie and Phillips (2015) reported Afrocentric hair
appears to be connected to perceptions of less professionalism and more dominance. This

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exacerbates an already established stereotypes such as the “angry Black woman.” Hair bias in the
workplace has a direct and deleterious impact on Black women (Dawson et al., 2019; Trusty et
al., 2023), yet this study shows more Black women are embracing the natural state of their hair.
Finding Two: Increased Representation is needed for Black Women in Corporate Settings
Ninety percent of all participants in the study referenced their personal interest in seeing
more Black women in leadership roles with authority to make important decisions. As recent as
October, Richard-Craven (2023) reported only 4.4% of Black women work in management and
only 1.4% are in the C-suite in the Fortune 500. C. A. Harris et al. (2022) asserted if more
prominent Black women are seen at higher levels and can handle their role with dignity and
grace, that is encouraging and motivational for other Black women. Yet, this notion further fuels
the double only experience until a critical mass is reached and the double only experience is
decreased. The literature did not address how Black women should be cared for until the needed
change occurs. The care and attention needed for Black women is of eminent concern as Black
women continue to exit corporate settings (Hom et al., 2008; Reid & Padavic, 2005) and a health
equity issue ensues (Barger, 2022).
As referenced in the literature review in Chapter Two, the concrete ceiling (Sahoo &
Lenka, 2016) experienced by Black women illuminates the challenge of getting more Black
women in the C-suite (Dickens et al., 2019). However, increased representation is needed for
Black women in corporate settings to improve the experience of Black women in the workplace.
Merriam-Webster (n.d.) defines representation as, “the act or action of representing or the state
of being represented”; and representationalism as, “the action or fact of one person standing for
another so as to have the right and obligations of the person represented.” These definitions

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encapsulate what the participants in the study were seeking, a supporter, an advocate, a
representative who they are.
Finding Three: Integral Need for Community for Black Women in Corporate Settings
All participants spoke to the critical need of community amongst themselves as Black
women and others. The literature supports the importance of Black women needing community
and leveraging it in larger social movements and political engagements (Dowe, 2022), yet
additional research is needed on the extricable link between Black women, interwoven
community and the impact to their work experience in corporate settings. Community was
discussed in the study and aligned in the literature as it relates to Employee Resource Groups
(ERGs), networks, and mentoring and sponsorship relationships.
All of the participants in the study referenced ERGs as a way to build and support
community in organizations. Similarly, the literature suggested ERGs are common tools
deployed by organizations to support workplace engagement and inclusion which has shown
positive impacts to work engagement and workplace inclusion; yet the impact to the individual is
lacking in the literature (Cenkci et al., 2019). In alignment with this study and Cenkci et al.’s
(2019) findings, the categories of vigor, connectedness, value, and sense of belonging are
positive outcomes of the core domains of work engagement and workplace in relationship to
ERGs. These outcomes would be additive to the Black women’s experience. Further ERGs
specifically for Black women exclusively, would be an added layer of focus and area of interest.
Although it was not explicit in the literature to name ERGs for Black women, there were many
studies that found sisterhood circles (Dunmeyer et al., 2023; Patterson, 2004; Patterson-Stephens
& Hernández, 2018) or dedicated groups for Black women established to offer safe spaces to
“protect, reclaim, reignite, and center their joy” (Dunmeyer et al., 2023, p. 1249). Additionally,

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the specific space for Black women and organized by Black women provides a specific
experience fostering kinship, community, with potential to build mentoring and sponsoring
relationships. Most of the women in the study shared their interest in something similar where
the community was focused specifically focused on Black women because their unique
experience got lost in the ERGs focused on women and Black associates.
The area of networking inclusive of mentoring and sponsorship was found to be
paramount for Black women by all the participants in this study. Some women expressed
challenges establishing a network, yet all spoke to the benefits experienced by themselves or
others. Kalev et al. (2006) suggested organizations that established responsibility for training,
networking, and mentoring saw greater impact furthering individual’s careers. The key challenge
identified in relation to mentoring was access to mentors (Hall et al., 2012; Sisco, 2020).
S. E. Erskine and Bilimoria (2019) described a potential missing component in the dynamic as
training to increase competency and self-efficacy in White allies who could be mentors or
sponsors in the workplace for Black women. Mentoring and sponsorship for Black women
should not be relegated to White colleagues, allyship as a part of larger Workplace Inclusion
(WI) immersion could be beneficial to Black women.
Recommendations for Practice
The corporate workplace is a dynamic place with an opportunity and responsibility to
transform the lives of people and business operations. The literature explicitly names the arduous
and defeating experience of Black women despite DEI efforts in the workplace (Hines & Fitts
Ward, 2022; Holder et al., 2015; Rumens & Kerfoot, 2009). It could be concluded the key
themes that emerged in this study are intertwined, similar to intersectionality recognizing the
factors are not mutually exclusive, but compounding. All the themes build on a need for an

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organization culture grounded in psychological safety for Black women. Resultingly, all
contributors of the workplace ecosystem that establish and cultivate culture may be able to
redesign and democratically redesign DEI interventions that positively impact Black women and
the workplace environment. There are three recommendations identified that align to the key
findings.
Recommendation 1: Redesign The Construct of Organizational Safety to Include
Psychological Safety
All participants in the study are exhausted from the experience as a Black woman in
corporate settings. The findings highlighted the harm and lack of safety for Black women both
mentally and physically in the current environment. The first recommendation is to undergo an
organizational cultural transformation focused on redesigning the construct of organizational
safety to include psychological safety explicitly. Traditional DEI approaches tend to face
external and internal resistance due to psychological threats (Chaudhary & Panda, 2018).
Introducing psychological safety as an integral part of a safety culture may be less triggering and
more palatable for resistant employees.
Research supports the prioritization of a proactive safety culture improves company
culture and performance (Yellott, 2023). More specifically, safety climate was found to have a
strong association with physical and psychological behavior (Clarke, 2010; Oliver et al., 2002).
In more recent research, Nayani (2023) asserted that safety professionals should take note to the
impact ERGs could have on new dialogue and the identification of supportive resources. The
thoughtful inclusion of content from ERGs in an organization is of particular interest as Black
women were drawn to engagement in ERGs as a solution to the integral need of community as
well as increased representation in leadership roles. For individuals who may be detractors or

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neutral as it relates to shifting organizational culture to support the exhaustion of Black women,
the individuals may be interested in improving the safety of the organization.
To successfully redesign an established safety culture, the first step would be to fully
understand the intricacies of what currently exists. As a result of a thorough investigation and
assessment of the current state, strength and opportunities would be identified alongside a root
cause analysis. In the recommendation to senior leadership about the next requisite steps to
evolve the safety culture, psychological safety would be introduced alongside physical safety. A
clear connection point for the leaders would stem from the literature (Cao & Zhang, 2020;
Chaudhary & Panda, 2018; Clarke, 2010; Liu et al., 2023) and the National Safety Council’s
(2023) finding that there is a statistically strong relationship between physical and psychological
safety. After leadership commitment was established through assessment and leadership training,
education and training would take place regarding employee awareness and communication to
aid in the change management process. To further support the change policy development and
modifications would ensue with deliberate actions to provide feedback mechanisms for
continuous improvement throughout. As the organization became more mature and acclimated
with the shift, the link to DEI would be make more explicit and intention interventions would
continue to bolster the safety program.
Recommendation 2: Workplace Inclusion Focus Through Inclusive Leadership Training
All participants stated they were exhausted functioning in corporate settings.
Implementing an Inclusive Leadership Training fostering Workplace Inclusion (WI) supports
changing this narrative. WI creates opportunities to influence decision making and utilize
organization resources that requires input from all individuals in the organization (Ahmed et al.,
2022). WI also encompasses actions of colleagues that cultivate an environment of camaraderie

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and fosters a sense of belonging (Human Resource Management International Digest, 2018).
This approach is critical as it will take a significant amount of the organization working to shift
culture to drive substantive change for Black women.
Inclusion that encompasses the appreciation of uniqueness and belonging is an ongoing
obstacle for Black women as evidenced by this research. Creating a culture of inclusion must be
intentional, and the absence of one is costly. Training managers on inclusive leadership is
important because organizations may have desires, but managers often have autonomy of
decisions and establishing culture within their team (Kuknor & Bhattacharya, 2022; Portocarrero
& Carter, 2022). People leaders often construct the implementation and subsequent meaning or
lack thereof regarding DEI in the teams they lead (Portocarrero & Carter, 2022). Inclusive
leadership is a style of leadership led by openness, accessibility, availability grounded in
interpersonal skills that can foster and cultivate a psychologically safety, a learning environment
(Liu et al., 2023), and drive Organizational Inclusive Behaviors (OIB; Hoang et al., 2022).
The first step to successfully implementing a WI training program would be building
awareness of the outcomes of a needs assessment that suggested the need for a focus on
inclusion. Recognizing the intended outcome is individual behavior change not just static
training. The Awareness Desire Knowledge Ability Reinforcement (ADKAR) model of change
would be leveraged to be purposeful in design of the program with the key roles for leading
others through change, Communicator Liaison Advocate Resistance Manager Coach (CLARC)
identified (Harrison et al., 2021). Note that training would have varying training methods,
interactive and tailored content with case studies. Facilitation would be inclusive and accessible
to all associates. ERGs and other organizations within would be asked to connect the training and

95
content to their programs in a way that was organic. This program would have feedback
mechanisms and annual review to refresh for continuous improvement.
Recommendation 3: Increasing Community Through Establishing a Formal Networking
Program
All participants spoke to the importance of building their network both internally and
externally to their respective organizations. The networks were not limited to Black women, yet
their inclusion in the sought network was emphasized. The creation of a formalized mentorship
can be a tool for the development of women to leadership (Edwards, 2021), and help build
community and intentional relationships with senior executive leaders (Beckwith et al., 2016).
The research supports that mentoring has undeniable impacts on Black women who historically
experience inequitable and unfair treatment in the workplace as it has shown to significantly aide
in career development (Jackson & Bouchard, 2019), and increase representation in management
(Kalev et al., 2006).
As a result of the need and interest in offering support to Black women in the form of
network building, a pilot program would be designed. The first step would include having Black
women self-select as participants in the program. Similarly, an invitation would be sent
alongside a network building campaign to solicit interest for individuals who would like to be a
part of the pilot program outside of the population of Black women. The invitation would include
an intake form that would help in the process of pairing or grouping individuals. The program
structure would be dynamic and start with categories of interest such as: mentor, coach, sponsor,
general participant and expand as needed. After intake, the individuals and groups would be
brought together to begin informal touchpoints. The program would have a toolkit and
supporting resources for all participants. In addition to a toolkit, every person would have an

96
accountability partner to hold them accountable and help navigate the network program. Biannual check points would be put in place to ensure the groupings were effective based on the
participants’ objectives.
Recommendation 4: Create a Black Women’s Employee Resource Group (ERG)
The recommendation of implementing a Black woman’s ERG is based on all of the
participants verbalizing the need for a safe space to connect with other individuals of similar
experience. The literature is lacking specifically on Black women’s ERGs, yet it d oes speak to
the community that is developed through sisterhood (Dunmeyer et al., 2023). Implementing a
Black women’s ERG immediately supports the audience of interest and sought impact, Black
women. Assuming minimal friction as it relates to the need for resources, a Black women’s ERG
creates a safe space for community, and healing until some of the larger scale, longer term
recommendations come to fruition. This recommendation would be implemented through a
sponsor identifying and naming the need, followed by an invitation for Black women to meet,
connect and further, cultivate a safe space. The ERG would grow organically through word of
mouth and advocacy through allies who ensure Black women are aware the entity exists. After
further maturation of the ERG and community continues to flourish in the organization, a
secondary but necessary focus is how learnings from this group can impact systemic areas in the
organization such as policies and procedures that produce sustainable change. A tertiary
consideration is how experience and knowledge in this group an positively impact the business,
however the first and primary concern is navigating the needs of the Black women.
Limitations and Delimitations
Limitations are elements that are outside of the researcher’s control and are summarized
in this section. Relevant to this study, common limitations for interviews per Creswell and

97
Creswell (2018) included, indirect information seen through the lens of the interviewer, bias as a
result of the presence of the researcher, and the varying degrees of effectiveness in
communication by the participants. Additionally, although participants selected their own time,
unplanned stressors were inevitable and may have impacted participants engagement,
attentiveness, and responsiveness. It would be remiss not to mention the impact of the external
environment (Stone, 2015; Theron & Spangenberg, 2013), such as the political climate, recent
resignation of the last remaining Black woman CEO in the Standard & Poor’s (S&P) 500, the
two remaining Black women CEOs in the Fortune 500, and corporate posture moving away from
overtly supporting DEI efforts. There were a number of factors outside of my control, however
the Black women showed up and shared their voice which is greatly appreciated to advance this
work and evolve the literature.
Delimitations are limitations of the study as a result of the study design due to the study’s
scope and focus. The scope of the data collected was limited to Black women of a certain
economic status due to employment in a Fortune 1000 organization. Further, there may have
been some level of nepotism in that the solicitation for participation through purposeful sampling
was executed on LinkedIn through network connections. It is also noted that the researcher in
this study is a Black woman and would be a beneficiary of the outcomes of this work. Both
limitations and delimitations are shared for transparency and in high regard for integrity by the
researcher.
Recommendations for Future Research
A foundation has been set in the literature about the experience of Black women in the
workplace, however it is very minimal as it relates to DEI interventions that are helpful. There is
an opportunity to do more research on ERGs and individual impact with specificity for Black

98
women. Related to the recommendation on redesigning the safety culture to include
psychological safety, is almost absent from the literature and would be helpful to be explored.
Building psychological safety can look different for different individuals, thus the keen focus on
understanding for Black women is unprecedented and highly sought. In addition to
understanding more about psychological safety and what builds it for Black women in the
workplace, deliberate focus on healing and support is needed. Recognizing change takes time
and understanding Black women’s plight in corporate settings is dreadful, it would be helpful to
lean into research that uplifts Black women in the short term, until there is a longer-term
solution.
Future research should include a focus on mental and physical health, physical and
psychological safety as well as trauma for Black woman as a result of stressors in the workplace
that provide meaningful outcomes. Additive to the focus on Black women and health would also
be the impact of leadership and their approach specifically to drive more inclusive cultures and
their communication both verbal and nonverbal to Black women. The cost of inclusion for Black
women is expensive, it is their lives – literally. A lot of money and time was and continues to be
spent in the field of DEI, and thus needs to get more surgical at root causes, substantive change
and move away from performative action. There is no cost on human life, so the continued
investment is critically necessary.
Implications for Equity and Connection to the Rossier Mission
Aligned with Rossier’s mission, this study works to address disparities that affect
historically marginalized groups in corporate settings, a place where many students may go to
further their careers after academia. This study wholeheartedly valued and respected the cultural
context of the communities of impact in this research and pushed on systems of power and

99
oppression that negatively impact Black women. Through innovative thinking and research, this
work will be another steppingstone to actualizing equity for Black women in corporate settings.
Specifically addressing equity, and the unique experiences faced by Black women in
corporate settings, this study helps to evolve DEI interventions that will have a substantive and
sustainable impact. Specific and deliberate thought needs to be put behind the unique differences
in a Black women’s experience to first understand and then aid in support to improve it. This
study supported Black women being part of the voice that shapes the narrative, versus taking
instruction for a solution that they were not included in designing.
Conclusion
Black women are exhausted and suffering the ‘cost of inclusion’ in corporate settings,
their lives. The cost is expensive and unacceptable, frankly, there are no academic words
adequate to describe it although it has been attempted. Black women experience continuous
challenges to their identity and authority at the intersection of at least gender and Race, which
results in differential and deleterious experiences in the workplace and can no longer be ignored
and unactioned.
The literature and research conducted in this study reiterated the lethal and ruinous
experience that Black women have in the workplace, with tribute to coping mechanisms Black
women have created and embraced to survive. Yet, minimal research and work has been done to
change the narrative by listening to their experience and other individuals, such as allies using
their privilege to do something about it. One of the participants stated the foot must be measured
before you can find or make a shoe that fits. The sentiment behind that thought reverberates in
my mind and puts depth in meaning to this work.

100
More work needs to commence on first understanding the Black women’s workplace
experience followed by doing something about the experience; the situation is dire. The sobering
reality of the criticality of this work beams as it comes off the heels of Claudine Gay resigning
from Harvard as the first Black woman president after only 6 months. There are countless
examples. Intellect, credentials, experience, relationships, innovation, drive, beauty or having it
all does not make Black women immune to misogynoir. Nothing a Black woman does seems to
be enough. Yet, they still show up with resilience, the backbone of their very existence. The
superwoman schema (SWS) or strong Black woman descriptor is one of the many strategies to
overcome the oppression in their reality that has a double-edged sword (Allen et al., 2019). Black
women are empowered to use their agency to overcome barriers, yet it can be toxic based on the
impact to their health. Tragically, Dr. Antoinette “Bonnie” Candia-Bailey’s suicide on January 8,
2024 is yet another example of how the cost of inclusion continues to kill Black women. Dr.
Candia-Bailey was a 49 year old Black woman, and Vice President of Student Affairs at Lincoln
University. Monica Graham, a friend of Candia-Bailey recounted and an exchange from October
2023 stating, “she said this job isn’t going to kill me and this job depresses me.” In Dr. CandiaBailey’s own words to the president of the university, she said “you intentionally harassed and
bullied me and got satisfaction from sitting back to determine how you would ensure I failed as
and [a] proud alumna.” Her words, experience, and life will not go in vain. Namely, two
unexpected deaths of two Black women university presidents, Joanne A. Epps of Temple
University and Dr. Orinthia T. Montague of Volunteer State Community College in 2023 are
also expressive of the need for change. Hudson-Ward (2023) reported Dr. Epps is quoted saying,
“Our dedication to access, diversity and inclusivity remains unshaken.” These women were
committed to being change agents in their workplaces. Black women should not have to be

101
superhuman to survive, nor have the ability to thrive in life and at work. Black women should be
seen, valued, heard, and respected.

102
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Appendix A: Interview Protocol
Introduction to the Interview:
Good afternoon (update as needed). My name is Gaile Gwynn, I am a DEI Director by
profession, wife and mother, and fighting trojan at USC pursuing my doctoral degree in
organizational change and leadership. Thank you so much for taking the time to meet with me
about the topic of Diversity, Equity, and Inclusion and its effectiveness for Black women. I do
not take this time for granted, please know your attendance and support is greatly appreciated.
How are you doing today? Would you like to get water or anything to drink before we get
started? Is this a comfortable set up for you? Before we get started, I would like to go over a few
things with you. Your participation is voluntary, and you can choose to end the interview at any
time. Everything you share will be used for the purpose of this study and your identification will
be protected inclusive of any names or organizations you may reference. I would like to ask to
record our session so that it can be referenced only for me and a small peer group to ensure that
everything was captured as you shared it. The records will be destroyed in accordance with the
APA guidelines at the time of the study. Are you comfortable with this set up? Do you have any
questions for me before we get started?
Well, again thank you for being here today. The purpose of my study is to explore the
effectiveness of Diversity, Equity, and Inclusion in the workplace, specifically for Black women.
I am curious about your perspective as a DEI leader or non-DEI leaders in your respective
organization and would like to ask some opening questions. For DEI practitioner, can you please
share your title, time in role, and your “why” as it relates to working in this field? For non DEI

143
practitioner, can you please share your title, time in role, and your “why” as it relates to your
work?
1. [Both DEI and Non – DEI practitioners] How would you define Diversity, Equity, &
Inclusion? What does it mean in the workplace? (icebreaker, intersectionality)
a. Other words? Justice, Access, Belonging
2. [Both DEI and Non – DEI practitioners] What are your top three self-identifiers that
impact who you are and how has that impacted your experience in the workplace?
(icebreaker, intersectionality)
a. Positionality
b. Bias
3. [Both DEI and Non – DEI practitioners] What do you want senior leaders to know
about DEI as it pertains to effectiveness and substantive change?
4. [Both DEI and Non – DEI practitioners] What, if anything, detracts from the success
of DEI interventions for Black women?
a. What are some common obstacles you experience?
5. [Both DEI and Non – DEI practitioners] What are some differences, if any, you have
seen in comparable companies’ actions as it relates to DEI interventions and how
have you seen them positively/negatively impact Black women?
a. what is a company you think is doing well at DEI?
b. what indicates that the company -is doing well?
6. [Both DEI and Non – DEI practitioners] To what extent, if at all, have you seen
external factors impact DEI interventions? Please explain.

144
a. when you think about Covid, the murder of George Floyd, the war in Ukraine,
or the woman that was killed in Iran…how has that impacted your work?
what do you have in place to support employees and the organization during
external crisis?
7. [Both DEI and Non – DEI practitioners] What group(s), if any, do you see benefiting
most from DEI interventions?
a. What do you think is contributing to that?
b. To what extent, if at all, do Black women benefit?
8. [Both DEI and Non – DEI practitioners] How, if at all, have you seen an individual’s
motivation play a role in the success of DEI interventions?
a. Does/how does your organization assess motivation?
b. How does your organization try to motivate employees to engage on this
topic.
9. [Both DEI and Non – DEI practitioners] What level in the organization has the most
impact on the effectiveness of DEI interventions and why?
a. What role do senior leaders, middle managers, and individual contributors
play?
b. Have you seen change in one area have more of an effect than others?
10. [Both DEI and Non – DEI practitioners] What are your biggest obstacles in
accelerating the pace of change in your organization?
a. Follow up with same question, specifically for Black women.
b. What elements of your DEI strategy require the most buy in?
c. What elements of DEI take the - longest to operationalize and why?

145
11. [Both DEI and Non – DEI practitioners] Tell me about your organizational structure
and DEI function?
a. What is your reporting structure as it relates to the CEO?
b. Do you think this has an impact on effectiveness?
12. [Both DEI and Non – DEI practitioners] What is the most impactful intervention
you’ve seen in the DEI space for Black women and what were the indicators of
success?
a. What are your indicators of success?
b. Who was the intervention most successful for?
13. [Both DEI and Non – DEI practitioners] What has been the greatest obstacle in the
DEI field on impacting Black women?
a. If you could wave a magic wand, what is the one thing you would change?
14. [Both DEI and Non – DEI practitioners] If know, what is your current process or
framework that you use for change interventions?
a. Which change management and/DEI frameworks, or maybe vendors are you
using?
15. [DEI practitioners only] Are there any key differences in approach to success based
on domestic versus global companies for Black women?
a. How do you approach the work different based on domestic/global
considerations?
16. [DEI practitioners only] Do you focus on one group at a time or multiple? Does your
organization focus on Black employees as a whole or do they look at intersection
information inclusive of gender and other dimensions of identity?

146
a. Do you have ERGs, intersections?
17. [Both DEI and Non – DEI practitioners] How do you measure the success of DEI for
Black women in your organization?
18. [Both DEI and Non – DEI practitioners] If you could describe the ideal outcome(s) of
DEI for Black Women, what would they be?
19. [Both DEI and Non – DEI practitioners] Is there anything else you would like to
share regarding the effectiveness of DEI on Black Women? Do you wish I would
have asked anything else?
Conclusion to the Interview:
I would like to sincerely thank you for taking the time to meet with me today and I do not
want to assume we covered everything with the questions I asked? Is there anything additional
you would like to share? Are there any areas of this topic you wish we would have addressed?
Well thank you very much time, and I look forward to keeping you informed on the progress of
my research. Have a wonderful evening.
A gift card will come to you via text shortly. Thanks again, take care.

147
Appendix B: Information Sheet for Exempt Studies
University of Southern California
INFORMATION SHEET FOR EXEMPT RESEARCH
STUDY TITLE: The Ineffectiveness of DEI in Corporate Settings on Black Women
PRINCIPAL INVESTIGATOR: Gaile Gwynn
FACULTY ADVISOR: Dr. Monique Datta
You are invited to participate in a research study. Your participation is voluntary. This document
explains information about this study. You should ask questions about anything that is unclear to
you.
PURPOSE
The purpose of this study is to understand the critical element(s) of DEI interventions that drive
substantive change in the corporate environment that enhance the experience of Black women.
This research will provide clarity around what organizations need to specifically focus on within
DEI to show commitment and progress in the corporate workforce for Black women. We hope to
learn the critical elements of DEI that will impact and improve the experience of Black women
in corporate workplaces. You are invited as a possible participant because you identify as a
Black woman in the capacity of either a DEI practitioner or non-DEI practitioner that works for a
Fortune 1000 company as a Full Time Employee.
PARTICIPANT INVOLVEMENT
If you agree to take part in this specific research study, you will be asked to participate in a 60–
75-minute zoom interview with a researcher via Zoom. If Zoom is not an option, additional
accommodations will be made. Any personal information that could identify you will not be used

148
to protect your confidentiality, which is taken very seriously. Audio/video recording will be used
if you are amenable and will be transcribed, but this can be declined if you choose. If recording
is declined, the researcher will take vigilant notes to be representative of your response. The
questions will be focused on your experience as a Black woman in a corporate setting and how a
focus on DEI has/has not been effective.
PAYMENT/COMPENSATION FOR PARTICIPATION
You will receive a $10 Starbucks gift card for your time. You do not have to answer all of the
questions in order to receive the card. The card will be sent to you within 30 days of the
completion of the interview.
CONFIDENTIALITY
The members of the research team and the University of Southern California Institutional
Review Board (IRB) may access the data. The IRB reviews and monitors research studies to
protect the rights and welfare of research subjects.
When the results of the research are published or discussed in conferences, no identifiable
information will be used.
Interviews will be conducted via Zoom or telephone in the event a participant does not have
access to Zoom. Audio and/or video will only be recorded with the explicit permission of the
interviewee, and the researcher will destroy the recording once the recording is no longer needed
for the purpose of this study. To protect the interviewee, the recording feature will be turned off
by default when starting each meeting with the interviewees until permission to commence
recording is obtained from the interviewee. The interviewee will be afforded the option to mask
their name in the Zoom session to further protect their identity. If the interviewee is not
comfortable with a Zoom recording, even in an audio only format where their video is blank and

149
name is masked, permission will be requested to record using a phone or other device. Finally, if
an interviewee does not provide approval to record the session in any form, the researcher will
take notes during the meeting by hand to capture the interviewee’s responses to my protocol
questions.
Only the researcher and small peer group will have access as part of the approach to increase
credibility and trustworthiness.
INVESTIGATOR CONTACT INFORMATION
If you have any questions about this study, please contact Gaile Gwynn,ggwynn@usc.edu , 703-
606-8642.
IRB CONTACT INFORMATION
If you have any questions about your rights as a research participant, please contact the
University of Southern California Institutional Review Board at (323) 442-0114 or email
irb@usc.edu

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Asset Metadata

Creator Gwynn, Gaile Alexandra (author)

Core Title Exhaustion of Black women in corporate settings: a study to identify helpful interventions

School Rossier School of Education

Degree Doctor of Education

Degree Program Organizational Change and Leadership (On Line)

Degree Conferral Date 2024-05

Publication Date 01/24/2024

Defense Date 01/19/2024

Publisher Los Angeles, California (original), University of Southern California (original), University of Southern California. Libraries (digital)

Tag Black woman,DEI,double discrimination,double jeopardy,double marginalization,exhaustion,gendered racism,intersectionality,OAI-PMH Harvest,workplace experience

Format theses (aat)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Datta, Monique Claire (committee chair), Ott, Maria (committee member), Zuchowski, Jennifer (committee member)

Creator Email gaile.gwynn@gmail.com,ggwynn@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC113809487

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