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Black leaders: the unicorns of the biopharmaceutical industry

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Black leaders: the unicorns of the biopharmaceutical industry

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Content Black Leaders: The Unicorns of the Biopharmaceutical Industry
By
Lloyd E. Hilton
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 Lloyd E. Hilton 2024
All Rights Reserved

The Committee for Lloyd Edward Hilton certifies the approval of this Dissertation
Marc Pritchard
Briana Hinga
Esther Kim, Committee Chair
Rossier School of Education
University of Southern California
2024

iv
Abstract
Post the killing of George Floyd, the biopharmaceutical industry has invested millions of dollars
into the fight for racial and workplace equity while aspiring to reduce systemic barriers and make
the industry an ally for equity (PhRMA, 2022). In spite of these efforts, Black professionals in
leadership positions remain underrepresented in corporate leadership positions and management
(Teconomy, 2020). This study sought to understand the knowledge, motivation, and
organizational forces influencing the underrepresentation of Black professionals in leadership
positions within the biopharmaceutical industry. The study employed a promising practice
approach (Public Health Agency of Canada, 2019) and the Clark and Estes (2008) gap analytical
framework to examine this problem of practice. The study methodology was qualitative and
utilized data collected from semi structured interviews with fourteen Black biopharma
professionals in leadership positions. This study found Black biopharma professionals
understand the steps necessary for advancement and believe in the likelihood of success relative
to this endeavor, despite barriers. Additionally, Black biopharma leaders in this study developed
meaningful networks as a strategy to drive connection and make sense of their organizations.
Development of robust networks of mentors and sponsors (help seeking), support to be authentic
at work (leadership efficacy), metrics to support advancement (cultural setting) and inclusive
cultures (advocacy) were identified as needs during this study. The recommendations outlined in
Chapter Five will help industry leaders evolve beyond the business case for diversity and
towards organizational cultures rooted in inclusion, equity, and accountability.

v
Dedication
“Until the lion tells the story, the hunter will always be the hero.” This African proverb
illuminates the inherent danger of relying on the dominant narrative when attempting to
understand a struggle or problem of practice. I dedicate this work to the Black biopharma
professionals roaming in the corporate wilderness. You are lions, and your story matters … never
stop roaring!
To my parents, to whom all I owe, for instilling within me a strong value system and for role
modeling the importance of service to others. Dad, thank you for helping me understand the true
measure of a man. Mom, thank you for your lifetime of unconditional love and friendship.
To Pappa, I miss you and thank you for believing in me.
To Brooklyn and Christopher, thank you for your patience and understanding. Always
remember, you can do all things through Christ who gives us strength. I love you both
unconditionally.
To my beloved wife, Iyona, thank you for your love, support, and encouragement. I strive every
day to be the man you need me to be. I am eternally yours.
To the giants who have come before me, Dr. Joe Hilton III, Dr. Gloria Hilton, Dr. Joyce Hilton,
and Dr. Doris Atanmo-Strempek. Thank you for your example.

vi
Acknowledgments
First, I thank God, who is my refuge and my strength in my times of need, may readers
see you reflected in this work. I have arrived at this station in life because of the community of
individuals who have demonstrated their unwavering love and encouragement for me. To my
Thousand Oaks family, thank you for your support and meaningful friendship. To Theresa and
the members of the OCL 21 reading group, I couldn’t have chosen a better group of
professionals to endure this journey with.
To the band of brothers, I have the honor of calling friends, thank you for your support.
To Willie, we have shared a lifetime of friendship, thank you for your wisdom and love. To
Levette, we were born of the sands, and bathed in black and old gold … thank you for a
friendship proven over time and finished in the fire. To Jimmy, thank you for your
encouragement, guidance, and partnership … look at us, we did it!
To my employers, who have supported me in expanding my educational endeavors, thank
you. A special note of appreciation to Kenny Rankin, and Daniel Hinds, your encouragement has
been an essential element of this accomplishment.
To my Chair, Dr. Esther Kim, thank you for challenging me and allowing me the space to
be my authentic self. To my committee members, Dr. Brianna Hinga and Dr. Marc Pritchard,
thank you for your insight, support, and encouragement.
Author Note
Correspondence concerning this dissertation should be addressed to Lloyd Hilton, subject
line: Dissertation Inquiry, via email at lehilton@gmail.com

vii
Table of Contents
Abstract.......................................................................................................................................... iv
Dedication....................................................................................................................................... v
Acknowledgements........................................................................................................................ vi
Author Note ....................................................................................................................... vi
List of Tables.................................................................................................................................. x
List of Figures................................................................................................................................ xi
List of Abbreviations.................................................................................................................... xii
Chapter One: Overview of the Study.............................................................................................. 1
Background of the Problem ................................................................................................ 2
Importance of Addressing the Problem .............................................................................. 4
Industry Context and Mission............................................................................................. 5
Industry Global Goal........................................................................................................... 6
Description of Stakeholder Groups..................................................................................... 7
Stakeholder Group for the Study ........................................................................................ 7
Purpose of the Study and Research Questions.................................................................... 8
Significance of the Study.................................................................................................... 9
Definition of Terms........................................................................................................... 10
Organization of the Study ................................................................................................. 12
Chapter Two: Review of the Literature ........................................................................................ 14
The Biopharma Industry ................................................................................................... 14
Recent Trends in the Biopharmaceutical Industry............................................................ 24
Theory and Framework..................................................................................................... 30
Overview of the Conceptual and Methodological Framework......................................... 45
Conclusion ........................................................................................................................ 46

viii
Chapter Three: Methodology........................................................................................................ 47
Participating Stakeholders ................................................................................................ 47
Interview Sampling Criteria and Rationale....................................................................... 48
Qualitative Data Collection and Instrumentation ............................................................. 48
Interview Protocol............................................................................................................. 49
Interview Procedures ........................................................................................................ 50
Document and Artifacts.................................................................................................... 50
Data Analysis.................................................................................................................... 51
Credibility and Trustworthiness........................................................................................ 51
The Researcher.................................................................................................................. 52
Ethics................................................................................................................................. 53
Chapter Four: Findings................................................................................................................. 55
Participating Stakeholders ................................................................................................ 55
Research Question 1: What Are The Knowledge, Motivation, And Organizational
Influences preventing Black professionals' Ascent to Leadership Positions Within
the Biopharmaceutical Industry ........................................................................................ 57
Research Question 2: How Has The Interaction Between Supervisors And Black
Professionals Positively or Negatively Influenced The Knowledge And
Motivation of Black Professionals in The Biopharmaceutical Industry Seeking
Career Advancement......................................................................................................... 77
Summary........................................................................................................................... 80
Chapter Five: Discussion .............................................................................................................. 81
Findings............................................................................................................................. 82
Limitations........................................................................................................................ 85

ix
Implications for Practice ................................................................................................... 86
Future Research ................................................................................................................ 92
Conclusion ........................................................................................................................ 93
References..................................................................................................................................... 95
Appendix A: Recruitment Letter ................................................................................................ 129
Appendix B: Interview Protocol................................................................................................. 131

x
List of Tables
Table 1 Knowledge Influences 35
Table 2 Motivation Influences 40
Table 3 Organizational Influences 44
Table 4 Summary of Study Participant Demographics 56
Table 5 KMO Strength or Gap as Determined by the Data 81

xi
List of Figures
Figure 1: Representation of Black Professionals in the U.S. STEM workforce 1
Figure 2: Black Professionals in Positions of Leadership in the U.S. Workforce 3
Figure 3: Contributions Made by Biopharma to Combat Racial Inequality 10
Figure 4: Demonstration of External and Internal Forces Impacting The Biopharma Industry 25
Figure 5: The Prioritization of Innovation in Biopharma During COVID-19 26
Figure 6: Conceptual Framework 46

xii
List of Abbreviations
AI Artificial Intelligence
BIO Biotechnology Innovation Organization
CITI Center for Talent Innovation
DP Digital Pills
OI Organizational Innovation
PhRMA Pharmaceutical Research Manufacturers of America
STEM Science, Technology, Engineering, Math

1
Chapter One: Overview of the Study
This dissertation addresses the underrepresentation of Black professionals in positions of
leadership within the biopharmaceutical (referred to as biopharma) industry. As shown in Figure
1, the disparity in the presence of Black professionals within life sciences has been well
documented (Arif et al., 2021; Fry et al., 2021; Garrison, 2013; Jehangir, 2023). In fact, Black
people remain underpaid and underrepresented across all STEM-related jobs and comprise only
6% of all professionals within the sub-field of life sciences (Fry et al., 2021; National Science
Foundation, 2022). A 2019 survey of 98 biopharma organizations found that Black employees
reflected 4% of the total workforce sampled, while 12% of companies sampled had goals to
promote or develop people of color (Biotechnology Innovation Organization, 2020).
Figure 1
Representation of Black Professionals in the U.S. STEM Workforce
Note. Adapted from Pew Research Center, 2021 (Pew_Research_2021_diversity-inSTEM_repor.pdf). In the public domain.
According to the U.S. Census Bureau (2021), the U.S. population is becoming more
ethnically and racially diverse. This change in U.S. demographics will impact the
biopharmaceutical industry workforce and customer base as biopharma employees and
customers become more diverse. Unfortunately, health professions have been slow to respond to
the changes in demographics (Sullivan Commission, 2004), resulting in the underrepresentation

2
of minority leaders in healthcare (Roberts et al., 2019). A historical analysis of U.S. incomes and
wealth conducted by Kuhn et al., (2018) revealed the past 70 years has shown no progress
relative to reducing income and wealth inequalities between Black and White households.
Failure to address the underrepresentation of Black biopharma leaders allows the racial wealth
gap to continue widening and ensures the industry will not be prepared to meet the needs of an
increasingly diverse workforce and customer base. The biopharma industry has acknowledged
the chasm in Black leadership, and, despite efforts to address this gap, Black professionals in
positions of leadership remain the unicorns of the biopharma industry.
Background of the Problem
A 2019 study conducted by Coqual (formerly the Center for Talent Innovation) titled
“Being Black in Corporate America,” revealed Corporate America’s efforts to increase diversity
were failing. The underrepresentation of Black people in leadership positions within Corporate
America is well documented (U.S. Bureau of Labor Statistics, 2020). Black professionals hold
7% to 8% of managerial positions in the U.S. workforce, but representation drops substantially
for senior management positions (U.S. Bureau of Labor Statistics, 2020; McKinsey, 2021). The
graph in Figure 2 illustrates the disparity in the representation of Black leaders in the U.S.
workforce. A 2021 analysis by McKinsey revealed that Black people are underrepresented in
higher-wage jobs, less likely to be promoted, and lack managerial sponsorship and allyship.
Research shows that while companies successfully hire Black people into frontline and entrylevel positions, there is a significant decrease in representation at management levels
(Hanleybrown et al., 2020; McKinsey, 2021). In 2018, out of the 2 million Black people working
in healthcare, almost half were service workers, while less than 500,000 were professionals,
managers, or executives (McKinsey, 2021). Black professionals are often held to a higher

3
standard than White workers (Cavounidis & Lang, 2015), are subjected to various forms of
subtle racism (Dovidio et al., 2009), and are the first to be laid off when the economy weakens
(Couch & Fairlie, 2010). Although research shows diverse leadership teams positively impact
recruitment efforts, motivation, and retention (Allen & Montgomery, 2001), a 2019 survey by
Coqual found 60% of Black professionals did not believe their companies’ DEI efforts were
effective, while less than half of Black employees surveyed by McKinsey (2021) felt racial
diversity was a top priority for their manager or company.
Figure 2
Black Professionals in Positions of Leadership in the U.S. Workforce

Note. Adapted from United States National Aggregate, US Equal Employment Opportunity
Commission, 2019 (Job Patterns For Minorities And Women In Private Industry (EEO-1) | U.S.
Equal Employment Opportunity Commission (eeoc.gov).
As a fragment of corporate America, the biopharmaceutical industry has experienced
significant underrepresentation relative to the presence of Black professionals in positions of
leadership. In fact, a 2020 subset analysis of 33 biopharma companies conducted by BIO,

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revealed that Black professionals represented only 1% of executive positions, while 58% of the
biopharma companies sampled had no people of color at the executive level (BIO, 2020).
Research conducted by Teconomy Partners (2020) on behalf of the Pharmaceutical Research
Manufacturers of America (PhRMA), showed Black professionals in the biopharma industry
remain underrepresented in corporate leadership positions and managerial roles, well below their
representation in the general U.S. population and workforce. Similar trends were identified in
research conducted by the Massachusetts Biotechnology Council (2021), which showed a
significant gap between the percentage of Black professionals in executive management and the
percentage of Black people in the overall biopharma workforce. The efforts of biopharma to
address the underrepresentation of Black professionals in leadership positions have been and
remain uninspiring. Addressing this problem of practice will require industry leaders to think
differently as they develop strategies to recruit, develop and retain Black talent.
Importance of Addressing the Problem
Out of the 20 biopharma companies to make the Fortune 500 list in 2021, only one was
led by a Black CEO (Ghosh, 2021). Post the 2021 retirement of Merck’s CEO, Kenneth Frazier,
there are no Black CEOs leading a Fortune 500 biopharma company. The biopharma industry
has poured millions of dollars into DEI-focused initiatives (Upton, 2021), yet these efforts have
yielded little progress in improving the representation of Black professionals in leadership
positions (BIO, 2020). Additionally, human resource and management scholars have avoided
research focused on advancing Black male leaders (Sims et al., 2021). The few disciplines that
have studied this marginalized population conducted studies that are limited in scope and
perspective (Kalra et al., 2009; Sitas et al., 2004). Ignoring the underrepresentation of Black
professionals in the workspace allows the wealth gap between Black people and non-Black

5
people to continue widening (Fry et al., 2021; Oliver & Shapiro, 2019; Roberts et al., 2019). This
research seeks to understand the barriers influencing the advancement of more Black
professionals into positions of leadership within the biopharma industry. The findings discovered
through this work should inspire allies and co-conspirators to fight on as they endeavor to
advance workplace equity and increase the representation of Black professionals as leaders in the
biopharma industry and beyond.
Industry Context and Mission
The biopharmaceutical industry is a complex and regulated industry that has experienced
significant growth in recent years, with a global market value in excess of 1.4 trillion dollars
(Hashemi, 2012; Mikulic, 2023). The mission of the biopharmaceutical industry is to research
and develop treatments and cures to improve the lives of patients in the U.S. and around the
globe by advancing innovation, making medicines more affordable, and creating a more just
system, while delivering profitability and shareholder value (PhRMA, 2022). The
biopharmaceutical industry is a major contributor to the world’s overall economy, with
approximately 5.5 million employees worldwide (International Federation of Pharmaceutical
Manufacturers and Associations [IFPMA], 2022). PhRMA is the trade group responsible for
advocating on behalf of the pharmaceutical industry and is comprised of representatives from the
largest biopharma companies in the industry.
In 2020, following the murder of George Floyd, a collective of biopharma manufacturers
in the U.S. committed to improving health equity, enhancing clinical trial diversity, and building
a more diverse workforce (PhRMA, 2022). The biopharma industry’s renewed focus on diversity
resulted in hundreds of CEOs signing a pledge to address inequity and advance diversity and
inclusion in the workplace (PhRMA, 2023). The organizations that comprise the biopharma

6
industry strive for transparent conversations about racial equity and seek to explore what it
means to build cultures of inclusion (PhRMA, 2023). However, data examining diversity and
inclusion in the biopharma workforce found that Black professionals remain significantly
underrepresented in corporate leadership positions and high-demand STEM positions across the
industry (BIO, 2020; Massachusetts Biotechnology Council, 2021; Teconomy, 2020). Black
biopharma professionals face a multitude of challenges, and addressing this problem is
complicated by the industry’s history of racist practices and its limited representation of
historically marginalized groups. Addressing the needs of Black professionals in biopharma may
require organizational leaders to create environments of intentional discomfort.
Industry Global Goal
This research focuses on forces influencing the underrepresentation of Black
professionals in positions of leadership in the biopharma industry. As the voice of the largest
biopharma organizations in the U.S., this study utilizes PhRMA’s strategic goal (2022) to
operationalize the biopharma industry’s goals and sub-goals. While PhRMA was not the focus of
this study, its membership reflects the combined efforts of the largest biopharma organizations in
the U.S. and provides meaningful insight into the industry’s current and future aspirations. By
May 2024, the industry’s goal is to reduce systemic barriers and be an ally in the push for equity
as it strives for transparent conversations about racial equity and what it means to have inclusive
cultures. PhRMA’s strategic goal to reduce systemic barriers and make the industry an ally for
equity (PhRMA, 2022) is directly aligned with this study’s problem of practice focusing on the
underrepresentation of Black professionals in positions of leadership within the
biopharmaceutical industry.

7
Description of Stakeholder Groups
To address the underrepresentation of Black professionals in positions of leadership
within biopharma, the industry will require the support of several stakeholder groups. Research
by Hult et al. (2011), indicates the support of stakeholders is necessary for performance goals to
be achieved. The stakeholders best positioned to influence this problem include DEI officers,
Talent Management leaders, and Black biopharma professionals. First, DEI officers collaborate
with organizational stakeholders, most often human resources, to increase workforce diversity
(Hogan, 2022; McCluney & Rabelo, 2019). DEI leaders are instrumental in charting the course
for how the industry will fulfill its pledge to address systemic workplace inequities. DEI leaders
also have access to the organization’s power base and can influence functional leaders across the
entire enterprise, which makes them well positioned to influence change. Second, Talent
Management leaders are responsible for the recruitment, development, and retention of the
biopharma workforce (Farley, 2005). Talent Management leaders, often human resource
professionals, directly influence organizational performance goals by developing strategies,
practices and tools that impact the overall employee experience, especially when partnering with
organizational leaders (Salas-Vallina, 2021). The final stakeholder group is Black biopharma
professionals who are influenced by their respective organization’s climate of diversity and the
behavioral integrity of their supervisors (Buttner, 2009; Simons et al., 2007).
Stakeholder Group for the Study
While the push for equity in the biopharma industry will require the combined efforts of
all stakeholder groups, Black biopharma professionals are the primary stakeholder group of this
study. The strategic decisions of DEI leaders directly impact Black biopharma professionals
(Buttner et al., 2010). The Black biopharma professionals’ voices and lived experiences should

8
inform systemic processes and strategies designed to address the underrepresentation of Black
people in positions of leadership. Focusing on this stakeholder group will provide information on
the knowledge, motivation, and organizational influences necessary for leaders to address the
underrepresentation of Black biopharma professionals in positions of leadership. By May 2024,
the goal for Black biopharma professionals will be to participate in meaningful solutions
designed to increase the representation of Black leaders within biopharma organizations. Failure
to meet this goal could result in less diverse leadership teams, widening of the racial wealth gap,
unsuccessful recruiting efforts, and inhibition of the industry’s aspiration to be seen as an ally.
Purpose of the Study and Research Questions
The purpose of this study was to understand the knowledge, motivation, and
organizational forces influencing the underrepresentation of Black professionals in positions of
leadership across the biopharmaceutical industry. The study utilized a promising practice
approach (Public Health Agency of Canada, 2019) and the Clark and Estes (2008) gap analytical
framework to examine current Black professionals’ knowledge, motivation, and organizational
barriers encountered while earning their leadership positions.
The following research questions were used to uncover the knowledge, motivation, and
organizational factors impacting the low levels of Black professionals in leadership positions in
biopharma.
1. What are the knowledge, motivation, and organizational influences preventing Black
professionals’ ascent to leadership positions within the biopharmaceutical industry?
2. How has the interaction between supervisors and Black professionals positively or
negatively influenced the knowledge and motivation of Black professionals in the
biopharmaceutical industry seeking career advancement?

9
3. What are the knowledge, motivation, and organizational recommendations for improving
the representation of Black leaders within the biopharmaceutical industry?
Significance of the Study
The year 2020 was a watershed moment for the biopharma industry, as company leaders
rallied to respond to the social movement that elevated the need for racial justice in America. In
response to the call for racial justice, biopharma leaders committed to improving racial equity
and workforce diversity (PhRMA, 2022). As shown in Figure 3, many of the largest
organizations in the biopharma industry invested millions of dollars in the fight to combat racial
inequality and improve workforce diversity (Upton, 2021). Despite these efforts, employees of
color, especially Black employees, remain underrepresented at every level of biopharma (BIO,
2022; Teconomy, 2020). An analysis examining biopharma’s commitment to diversity, as
reflected by the diversity of boards and executives, found less ethnic diversity in biopharma
compared to other industries (Noor & Serikova, 2016). In a recent survey of Black professionals
in life sciences, 50% agreed they do not feel included or respected for who they truly are and
have more negative perceptions of DEI in the workplace compared to other employees of color
(BioSpace, 2022). While biopharma companies claim promoting diverse talent is a key
component of their diversity programs, few companies are taking measurable action to address
this gap (BIO, 2022). Although research about Black leaders is an area largely avoided by
scholars (Sims, 2021), an examination into the underrepresentation of Black professionals in
positions of leadership in biopharma is long overdue. As this collective data demonstrates,
biopharma’s current approach to addressing racial equity and workforce diversity is not working.
In fact, researchers predict it will take 228 years to close the wealth disparity gap that exists
between Black and White families (Asante-Muhammad et al., 2016). As the US workforce

10
becomes more diverse, addressing the problem of underrepresentation may require new insights
and recommendations.
Figure 3
Contributions Made by Biopharma to Combat Racial Inequality
Note. Adapted from Pharmaceutical Executive, 2021 (Building Belonging: Pharma’s New Focus
in DE&I (pharmexec.com). In the public domain.
Definition of Terms
The following definitions used in the study will provide the reader with clarity in
understanding key terms related to this research.
Black refers to an American of African, specifically Black African decent (MiriamWebster, 2023).
Black leaders refer to Black peoples in management with responsibilities for the
supervision of others and includes front line, middle, and senior leadership (McKinsey, 2021).
Biopharmaceutical industry refers to the segment of business that uses biotechnology
(biotech) to develop and manufacture medical therapies (biopharmaceuticals) and in vivo

11
diagnostic processes (National Center for Advancing Translational Sciences [NCATS], 2021).
For the purpose of this study, this term encompasses both the biotech and pharma companies.
Diversity is the presence of differences in a given setting and includes gender, race,
ethnicity, religion, sexual orientation, and nationality (Tan, 2019) This study also utilized
demographic diversity in terms of race and ethnicity, as an organizational goal to drive
performance related outcomes (Tatli & Ozbilgin, 2012).
Emotional tax refers to a psychological burden where one has to use mental resources to
stay vigilant against bias, discrimination, and exclusion (Reed, 2021)
Imposter syndrome refers to persistent feelings of self-doubt despite evidence of success
(Reed, 2021).
Inclusion refers to a sense of belonging: feeling respected, and valued for who you are, or
feeling the support and commitment of others, as this allows individuals to do their best work
(Miller & Katz, 2002). Inclusion seeks to ensure diverse people with varying identities fully
participate in all aspects of an organization’s work, including decision making and leadership
(Tan, 2019). The extent to which Black employees gain access to capital and networks, influence
decision making and feel they belong (Mor Barak et al., 1998).
Innovation refers to innovation as “the multi-stage process whereby organizations
transform ideas into new products, services or processes, in order to advance, compete and
differentiate themselves successfully in their marketplace” (Baregheh et al., 2009, p. 1334).
Intersectional refers to a view of Black professionals that acknowledges the differences
in experience shaped by other identities such as gender, sexual orientation, and heritage in
addition to race and is rooted in the work of Kimberlé Crenshaw, who coined the term (Center
for Talent Innovation, 2019).

12
Life sciences consists of companies committed to improving lives operating in the fields
of pharmaceuticals, biotechnology, medical devices, and biomedical technologies. (Proclinical,
2023).
Microaggressions refer to subtle slights, and are “brief, everyday exchanges that send
denigrating messages to people of color because they belong to a racial minority group” (Sue et
al., 2007, p. 273)
Systemic racism, also known as institutional racism, is used to describe the way racial
inequality is embedded in the foundation of our society, policies, and practices that harm some
racial groups and help others, creating disproportionate opportunities for some and punishing
others due solely upon their race (Center for Talent Innovation, 2019)
Tokenism refers to the act of making a symbolic effort to accomplish a task or goal, such
as hiring or promoting a few individuals from an underrepresented group to give the appearance
of sexual or racial equality within an organization or workforce (Snell, 2017)
Unicorn refers to someone or something that is difficult or impossible to find.
(Cambridge Dictionary, 2021).
Organization of the Study
This study consists of a traditional five-chapter dissertation. Chapter One introduces the
problem of practice, and provides an overview of the proposed theoretical framework, the
stakeholder of focus, research questions, key concepts, and terminology. Chapter Two highlights
the relevant literature supporting the significance of this problem of practice and the conceptual
framework for the study. Chapter Three will detail the qualitative research methodology, the
industry of focus, participant selection, and data collection methodology. Chapter Four will
provide an analysis of the data collected and qualitative findings. Chapter Five will provide

13
proposed recommendations for addressing the underrepresentation of Black leaders in the
biopharmaceutical industry based on the review of the literature and study insights.

14
Chapter Two: Review of the Literature
This chapter provides an overview of the current literature that examines the
underrepresentation of Black professionals in positions of leadership within the biopharma
industry. The review begins with a brief historical overview of the biopharma industry relative to
its relationship with marginalized communities. The next area of focus addresses the
contemporary trends and opportunities in the biopharma industry. The closing section of the
literature review will review the knowledge, motivation, and organizational influences impacting
the low representation of Black professionals in positions of leadership in biopharma.
The Biopharma Industry
The history of the biopharmaceutical industry in the U.S. is complicated relative to its
relationship with Black Americans and rife with examples of unethical behavior, racist practices,
and discrimination. Jones (1991) defines unethical behavior as behavior that has a harmful effect
on others, is illegal, or is marginally unacceptable by the larger community. In 2020, the
biopharma industry acknowledged its history of mistreatment of Black and Brown communities
and updated its principles on the conduct of clinical trials to reflect a commitment to enhancing
diversity in clinical trial participation (PhRMA, 2020). Elk (2016) posits the first step for
repairing the history of inequity and disregard for Black people in America begins with
acknowledging the harmful effects of the past (Elk, 2016). To this end, the literature below
examines biopharma’s role in the harmful treatment of Black people.
The Experimental Exploitation of Black People
For more than two hundred years, the experimental exploitation of Black Americans has
been well documented (Miller, 2007; Reverby, 2011; Scharff et al., 2010). During the 18th
century, practitioners’ understanding of anatomy and surgical procedures were perfected using

15
Black American bodies, often without anesthesia (Graves, 2022). To further the medical
education of White male elites, educational institutions authorized the desecration of Black
people’s graves to acquire cadavers (Halperin, 2007). The use of Black bodies to advance
scientific curiosity escalated from sanctioned criminal activity of desecrating graves, to
conducting experimental procedures on living Black people. A well-known case is the Tuskegee
Syphilis Study. Elevated rates of syphilis in Black Americans in the 19th century led the U.S.
Public Health Service to launch the Tuskegee Syphilis Study from 1932 to 1972 with the intent
to observe the progression of untreated syphilis (Graves, 2023; Thomas & Quinn, 1991). This
study was targeted at extremely poor Black men with limited access to healthcare (Thomas &
Quinn, 1991). Lesser known is that studies of untreated syphilis had previously been conducted
with approximately 2,000 patients in Sweden from 1891-1910 (Sandvik & Lie, 2016), making
this traumatization of Black people unnecessary. Additionally, although researchers discovered
penicillin as a treatment for syphilis in 1943, they withheld treatment from study participants for
almost 30 years, until after the conclusion of the Tuskegee Syphilis Study in 1972 (Graves, 2023;
Jones, 1982). The failure to educate and treat study participants appropriately laid the foundation
for the pervasive sense of distrust Black people have for public health professionals (Thomas &
Quinn, 1991).
Atrocities such as the Tuskegee Syphilis Study can occur when researchers’ quest for
progress supersedes the concern and care for human decency. However, when the desire for
scientific discovery collides with the drive for profitability, the potential for abuse is even greater
(Richardson, 2001). From 1950 through the mid-1970s, Albert Kligman, a White biologist in the
field of dermatology at the University of Pennsylvania School of Medicine, built a lucrative
empire conducting clinical experiments at Holmesburg prison in Philadelphia. Ignoring the

16
Hippocratic Oath, Kligman believed human test subjects were a necessary part of research and
the Holmesburg prison population represented “acres of skin” for limitless experimentation
(Richardson, 2001, p. 185). Black people endured horrific experiments including hair transplants,
the implantation of foreign bodies, radiation of the skin, yanking out of fingernails, injection of
cancer cells, and irradiation of the testicles (Richardson, 2001). The use of Black people for
experimentation was a highly profitable arrangement for pharmaceutical companies, Kligman,
and the university, as respected pharmaceutical companies tested new commercial drugs, in
addition to exposing Black people to viruses, analgesics, and antibiotics. (Richardson, 2001;
Washington, 2006). The government was complicit in the profitability of experimentation at
Holmesburg prison, where the U.S. Army contracted with the prison to test chemical warfare
agents, and the Central Intelligence Agency tested various psychotropic medications
(Richardson, 2001). The experimental exploitation of Black people at Holmesburg prison was so
successful that Holmesburg prison grew to become the largest center for medical
experimentation in the world and the largest non-therapeutic human research facility in the
United States (Richardson, 2001). The Holmesburg Prison experiments reflect the cavalier
attitude of practitioners, institutions, pharma, and government officials at the time, who treated
Black people as experimental livestock used to advance scientific knowledge so White bodies
could thrive.
During this same period, the National Institutes of Health authorized research, in the
name of science, involving 5,000 uninformed and nonconsenting Guatemalans, infecting them
with various sexually transmitted diseases (Rodriguez & Garcia, 2013). While the majority of
this experiment occurred outside of the United States, it began at a prison in Terre Haute,
Indiana, and, unlike the Tuskegee Syphilis experiments, the media coverage of this human

17
subject’s research violation has been minimal (Rodriguez & Garcia, 2013). The unethical and
questionable research practices documented in a review of the literature reveal America’s dark
history of abuse against Black people. Even as late as the 1980s and 1990s, records from the
Incarnation Children's Center in New York show primarily poor Black and Brown HIV-positive
orphans were used as test subjects for various HIV and AIDS medications (Simmonds, 2008).
The historic disregard for the lives of Black Americans and unethical practices by U.S.
governmental agencies, educational institutions, researchers, and the Biopharma industry has
eroded trust, perpetuated fear, and resulted in hostility against the healthcare system
(Lindenmeier et al., 2012; Sillup & Porth, 2008; Thomas & Quinn, 1991). This review of the
literature shows the advancement of American medicine has come at the price of Black lives, as
no race has paid a higher price in the name of scientific progress than Black people.
The Underrepresentation of Black People in Clinical Trials
The biopharma industry has a long history of excluding Black people in clinical trial
research (Awidi, 2021; Center for Biologics Evaluation and Research, 2020; Crawley, 2001;
Graham, 2018). The lack of representation in clinical trials threatens the overarching goal of
research, which is to improve the health and well-being of the entire U.S. population (National
Academies of Sciences, Engineering and Medicine, 2022). Government intervention, at the
federal level, to address the underrepresentation of Black people in clinical trials has not resulted
in a meaningful change (Chen et al., 2014; Geller et al., 2018). A 2021 study examining more
than 600 studies found Black people account for only 5% of clinical trial participants, and only a
quarter of randomized clinical trials reported data identifying participant’s race or socioeconomic
status (Alegria, 2021). Racial and socioeconomic data provides researchers with significant
insights, such as a participant’s lived experiences and how these lived experiences may impact

18
health-related outcomes (National Academies of Sciences, Engineering and Medicine, 2022). For
example, studies have shown individuals who experience racism, lower socioeconomic status,
and educational attainment, experience elevated blood pressure, and increased cardiovascular
risk (Paradies et al., 2015; Redmond et al., 2013; Williams et al., 2019). Medical studies show
Black people experience higher rates of prevalence of heart disease, hypertension, diabetes, and
certain types of cancers (Musemwa & Gadegbeku, 2017; Taylor & Turner, 2002).
Research shows in disease states where Black people are the targeted population for
pharmacologic interventions, they remain underrepresented in clinical research. One example of
this is clinical trials for Multiple Myeloma, a type of blood cancer that impacts Black Americans
at twice the rate of White Americans (Ganguly et al., 2019; Kazandjian, 2016). Recent data
reviewing 230 oncology trials for the last decade revealed that only 3.1% of clinical trial patients
were Black (Habr & Corsano, 2022). Further, in the 2018 oncology clinical trials responsible for
approving 17 oncology products, only 4% of the 5,157 patients were Black (Vose, 2021).
Researchers often identify trust as a barrier to Black people’s participation in clinical trial
research (Bodicoat et al., 2021; Harris et al., 1996; Mouton et al., 1997) and given the history of
injustices and disparities documented in the literature, situating trust at the center of this problem
may seem appropriate. However, as noted by Crawley (2001), placing historical mistrust at the
center of strategies to address the underrepresentation of Black people in clinical trials fails to
address barriers that exist in clinicians' and investigators' practices and institutional structures.
The 1951 exploitation of a Black woman, Henrietta Lacks, whose tissue samples were
taken and shared without her consent by Johns Hopkins, is an example of investigators unethical
practices and institutional complicity (Sodeke, 2019). Mrs. Lack’s tissue cultures, known as
HeLa cells, have led to scientific advances in gene mapping, in vitro fertilization and were

19
instrumental in developing the polio vaccine (Sodeke, 2019). The origin of HeLa cells did not
become widely known until the 2010 publication of Rebecca Skloot’s book The Immortal Life of
Henrietta Lacks (Greely & Cho, 2013). While the story of Mrs. Lacks has inspired policies
focused on bioethics, such as informed consent, her family received no benefits from the tens of
thousands of experiments performed over 60 years using her tissue samples (Greely & Cho,
2013). In 2013, the U.S. National Institutes of Health (NIH) reached an agreement with the
descendants of Henrietta Lacks, acknowledging the NIH-funded uses of the HeLa cell line
(Greely & Cho, 2013). The case of Henrietta Lacks is another illustration of the questionable use
of Black bodies to further the cause of research in the absence of consent or credit given to the
Black people who have sacrificed for the advancement of all people. While the transgressions
committed by researchers in the Tuskegee Syphilis Study and Henrietta Lacks case led to
reforms in clinical trial practices, the inclusion of Black people in clinical trials remains an
ongoing challenge (PhRMA, 2023). The documented low participation rates of Black people in
clinical trials during the COVID-19 pandemic forced the industry to renew its focus on
improving minority clinical trial representation (Etti et al., 2021; Restrepo & Krouse, 2022).
Biopharma Advertising, Black Representation, and Racial Health Disparity
Direct-to-consumer advertising (DTCA) is a tool biopharma utilizes to inform minority
consumers about health conditions and available treatments (PhRMA, 2018). Once primarily
focused on print and television, DTCA has evolved to include online and mobile content, as well
as other forms of digital advertising. Biopharma continues to invest in this profitable
communication channel and is projected to spend upwards of $20 billion dollars on digital
advertising by 2024 (Phillips, 2022). The representation of Black people in DTCA has improved
since its inception in the early 1990s (Ball et al., 2009), and Nelson (2002) posits exposure to

20
prescription drug advertising helps to close the treatment gap by encouraging historically
marginalized groups to seek medical care (Nelson, 2002). In fact, research by Lee and Begley
(2010) found that DTCA increased the likelihood of Black people asking their physician about
an advertised prescription drug.
While the literature (Ball et al., 2009; Nelson, 2002) supports the improved
representation of Black people in biopharma DTCA campaigns, the improvement in DTCA
Black representation does not necessarily correlate to improved outcomes relative to racial health
disparities. Porter (2011) found that DTCA does not impact everyone in the population equally.
Although Lee and Begley (2010) showed an increased likelihood of Black people asking a
clinician about an advertised prescription drug, their study also revealed health care providers
were more likely to refuse a Black person’s request for the advertised drug. This forces one to
question the impact of DTCA on marginalized groups relative to the patient and provider
relationship (Lee & Begley, 2010). A 2021 survey by Meta exploring consumer attitudes relative
to diversity in online advertising revealed underrepresentation remains an issue. Specifically,
Black Americans surveyed felt online advertisements still reinforced negative stereotypes
(Alcantara, 2021). Although this survey was not focused on the biopharma industry, similar
trends were identified by Ball et al., (2009) who found biopharma DTCA reflected examples of
tokenism and underrepresentation of Black people in more serious health conditions such as high
cholesterol or heart disease. The biopharma industry aspires to improve racial health disparities
(PhRMA, 2021), and in order to achieve this goal will need to include strategies beyond DTCA
(Ball et al., 2009). Additionally, when utilizing DTCA as a promotional vehicle, biopharma
should work to portray Black people in a variety of socioeconomic settings and professions and

21
commit to better representation of Black people in advertisements focused on illnesses most
prevalent in the Black community (Ball et al., 2009).
Contributions of Black Professionals
The process of discovery is driven by imagination, and according to Murphy (2022), we
praise scientists for their innovative use of imagination that leads to surprising discoveries. While
the imagination of Black professionals has led to significant discoveries and novel treatments,
history has not always provided recognition or praise for their contributions. In fact, credit for
their contributions has too often been ignored, stolen, or marginalized. America and the
biopharma industry have benefited significantly from the contributions of Black professionals
and the following section will provide examples of discoveries made by these hidden figures.
Discovery by Black Professionals
The process of discovery in the biopharma industry is highly collaborative and often
includes partnering with institutions of higher education, government agencies or other
biopharma organizations (Blumenthal et al., 2021; Gastfriend & Lee, 2015; Yeung et al., 2021).
Alice Augusta Ball was a Black researcher with degrees in pharmacy and pharmaceutical
chemistry (Mushtaq, 2022). She was the first female and first Black chemistry professor at the
College of Hawaii (Mushtaq, 2022, p. 6). Alice discovered the “Ball Method,” a successful
treatment for Hansen’s disease (leprosy), and this landmark discovery saved the lives of
thousands of patients across the globe (Mushtaq, 2022). Alice Ball died at the age of 23 and
credit for her work was stolen by a White male researcher, who renamed the “Ball Method” after
himself (Mushtaq, 2022). The world did not come to know her achievements until decades later
(Mushtaq, 2022). Although Ball’s contribution is one that was later acknowledged, there are

22
countless other scenarios given the U.S.’s history of slavery where Black people’s research
contributions were likely not properly cited and credited.
Another Black biopharma pioneer grew to prominence during a period of significant
racial unrest in America. Dr. Jane Cooke Wright developed a non-surgical procedure to deliver
chemotherapy drugs to tumors that were previously unreachable (Crosby, 2016). Dr. Wright’s
oncology research laid the foundation for cancer research and continues to influence the field of
cancer research to this very day (Crosby, 2016). The impact of Black biopharma professionals
has impacted millions of patients across the world as evidenced by the scientific work of Dr.
Kizzmekia “Kizzy” Corbet who, along with Dr. Barney Graham, led the development of the
Moderna COVID-19 vaccine (Sen, 2021). Sen (2021) posits the world may not have known
about the contributions of Dr. Corbet, had a journalist not inquired about the scientists leading
the discovery of the vaccine development. The biopharma industry could positively impact racial
health disparities by proactively sharing the involvement of Black professionals in the discovery
process, as noted by the commentary of Dr. Anthony Fauci: “So, the first thing you might want
to say to my African American brothers and sisters is that the vaccine that you’re going to be
taking was developed by an African American woman … And that is just a fact” (Sen, 2021, p.
11). As evidenced by scholars (Crosby, 2016; Mushtaq, 2022; Sen, 2021), the biopharma
industry has benefited directly and indirectly from the innovative and novel contributions of
Black professionals, positively impacting the lives of millions of patients across the globe.
The Black Professional as Leader
Black professionals have demonstrated the ability to lead at the highest levels of the
biopharma industry. Kenneth Frazier, CEO of Merck, was the first and only Black CEO to lead a
Fortune 500 biopharma company (Ignatius, 2018). Prior to assuming the role of CEO, Frazier

23
served as general counsel and ushered the company through several challenging legal battles.
One of the most challenging legal battles included the defense of the painkiller medication
Vioxx, one of the largest drug settlement cases in biopharma history (Frazier & Waxman, 2005).
In addition to his success at Merck, Frazier has made significant contributions to improve social
justice and economic inclusion. Frazier co-founded OneTen, an organization committed to
inspiring American corporations to upskill, hire, and promote one million Black Americans into
family-sustaining jobs (General Catalyst, 2022).
Sickle cell disease (SCD) is a genetic mutation born out of slave importation from areas
with high incidents of malaria and largely impacts Black Americans (BIO, 2021). Despite the
substantial number of Black Americans impacted by SCD, the federal government would not
provide research funding for SCD until 1970 (Smithers, 2009). Dr. Ted Love is the President and
CEO of Global Therapeutics and is widely known for developing the first FDA-approved drug
targeting the underlying cause of (SCD) rather than just its symptoms (BIO, 2021). Studies have
shown that the work led by Dr. Love has resulted in improved quality of life for patients
suffering from the symptoms of SCD (Herity et al., 2020; Howard et al., 2021). The ability to
effectively manage profit and loss (P&L) is an important leadership attribute for any aspiring
executive leader (Korn Ferry, 2021). Dr. Tony Coles ability to lead and effectively manage P&L
resulted in CEO positions with NPS Pharmaceuticals, Onyx, Yumanity Therapeutics, and most
recently, Cerevel (Masson, 2023; The History Makers, 2021). A distinguished biopharma
executive, Dr. Coles’ vision positioned Onyx for buyout in 2013, when Amgen acquired the
company for a purchase price of $10.4 billion dollars. A 2019 study conducted by Korn Ferry
found that Black executives with profit and loss (P&L) responsibilities exceeded best in class

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performance in numerous leadership traits including, delivering results, developing talent,
adaptability, and persistence.
The Black biopharma professionals identified in this section demonstrate that, when
given the opportunity to lead, Black people can deliver truly meaningful results to shareholders
and ascend to the highest levels of the biopharma industry. It also illustrates how health
industries need Black leaders to shine a light on the health-related problems that affect Black
people. Without Black leaders pushing for more focus on Black consumers, the intentionality is
not present.
Recent Trends in the Biopharmaceutical Industry
Driven by the pressure to innovate, the biopharmaceutical industry faces a multitude of
external and internal forces (Dukart et al., 2022). As shown in Figure 4, the biopharma industry
faces considerable external pressures, including advances in digital technology, inflation, and
various political pressures (Dukart et al., 2022). In response to the rising cost of prescription
medications, the Inflation Reduction Act of 2022 was signed into law by President Biden and
reflects a significant external headwind facing the biopharma industry. The Inflation Reduction
Act of 2022 seeks to increase industry competition and address rising drug costs through fair
market pricing (Lieneck et al., 2023). According to research conducted by Lieneck et al., (2023),
the potential impact of the Inflation Reduction Act of 2022 could be multifaceted and far
reaching, impacting industry stakeholders and the healthcare landscape as a whole. In addition to
external pressures, the biopharma industry must confront several internal challenges, such as the
changing labor market and new ways of working. This research will focus on the internal
challenges related to the biopharma industry's workforce composition as a catalyst for innovation
and change.

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Figure 4
Demonstration of External and Internal Forces Impacting the Biopharma Industry
Note. Adapted from McKinsey & Company, 2022. (https://www.mckinsey.com/emerging-fromdisruption-the-future-of-pharma-operations-strategy). In the public domain.
The Pressure to Innovate
Research by Laermann-Nguyen and Backfisch (2021) showed the biopharma industry is
facing an innovation crisis, driven in part by the escalating costs associated with drug discovery.
The United States is the global leader of biopharma innovation (PhRMA, 2022) and is under
significant pressure to innovate (McKinsey, 2020). During a 2022 interview, focused on
strategies to address innovative medicines that positively impact patient lives, Amgen CEO, Bob
Bradway stated innovate or die. While many industries decreased focus on innovation during the
COVID-19 crisis, the biopharmaceutical industry experienced a 30% increase in the
prioritization of innovation, according to data from McKinsey (2020), see Figure 5.
As a knowledge-based and innovation-driven industry, biopharma’s future success will be
determined by the ability to innovate, and a review of the literature provided insights into
emerging trends.

26
Figure 5
The Prioritization of Innovation in Biopharma During COVID-19
Note. Adapted from McKinsey & Company, 2020. (https://McKinsey_2020_Innovation-in-acrisis-Why-it-is-more-critical-than-ever.pdf). In the public domain.
One emerging trend in biopharma innovation is the use of artificial intelligence (AI). The
investment in AI as a resource for analysis, improved decision-making, and drug discovery could
result in a 39% increase in value for biopharma organizations (McKinsey, 2018). The biopharma
investment in AI has increased over the last decade as companies seek to find a balance between
internal capability building and partnerships with AI companies (McKinsey, 2022). While
several companies have publicly announced partnerships with AI companies, overall, the
industry has been slow to invest in AI (Henstock, 2019). Another illustration of innovation in
biopharma is the use of digital medicine, for example, the use of digital pills (DP). DP are drugdevice combinations that allow for the collection and transmission of medical data and can be
used in research and clinical settings (DiCarlo et al., 2012). This innovation has proven effective
for ensuring patient adherence in clinical trials as well as monitoring healthy lifestyle habits and

27
monitoring medication-taking behavior in the clinical setting (Martani et al., 2020). DP has been
described as a landmark advancement as an innovation for improving the quality and cost of
patient care (Plowman et al., 2018). While DP has generated excitement in the biopharma
community, future researchers will need to explore the ethical considerations affiliated with the
digitalization of traditional drugs, such as privacy or data security (Martani et al., 2020).
Research indicates that organizations that fail to invest in future innovation endure a host
of negative consequences related to organizational performance, including long-term
profitability, productivity, and competitive positioning (Loof & Heshmati, 2002; March, 1991;
Teece, 1999). The biopharma industry recognizes several important drivers of innovation, such
as the ability to take risks, share information and collaborate (PhRMA, 2022). However, research
shows that leadership style is also one of the most important influences on an organization's
ability to innovate (Garcia-Morales et al., 2008; Senge et al., 1994). Basharat et al., (2018)
suggest inclusive leadership styles facilitate employees’ innovative work behavior. It is the
leader who determines what new ideas to introduce, goals to establish and inspires staff to
innovate (Garcia-Morales et al., 2008; Senge et al., 1994). Biopharma organizations that aspire to
innovate should consider investing in the development of inclusive leadership styles as one
approach to aligning the efforts of everyone in the organization.
Diversity as a Catalyst for Performance and Innovation
To meet the needs of patients and deliver shareholder value, the biopharma industry will
need to think differently about diversity as a catalyst for innovation. Research conducted by
McKinsey (2015, 2018) has consistently demonstrated the relational nature of diversity and
positive organizational performance outcomes. Comparable results were reflected in research
conducted by Lambert (2016), which found organizations that implement policy structures and

28
programs supporting diversity enhanced their innovation strategies which led to better
performance. Further, Fisk et al. (2019) showed diversity contributes to an organizational
dividend through improved employee morale, performance, and innovation. A 2016 survey
conducted jointly by Boston Consulting Group (BCG) and the Technical University of Munich
found that diversity in management boosts innovation, especially across complex organizations.
In a 2018 follow up survey of 1,700 companies, BCG showed diverse leadership teams delivered
greater profitability from innovative products and services as compared to less diverse leadership
teams. Research from McKinsey and Company (2014) showed companies with more racially and
ethnically diverse workforces have greater financial returns when compared to industry averages,
and for every 10% increase in ethnic and racial diversity on an executive team, annual company
earnings rise roughly 1% (Lambert, 2016; McKinsey, 2014). In spite of the overwhelming
amount of research demonstrating the relational nature of diversity and positive organizational
performance outcomes such as innovation and profitability, scholars continue to debate this
correlation. Despite this ongoing debate, the research gathered throughout this review of the
literature shows for those organizations who choose to embrace it, diversity can be a competitive
advantage and critical success factor for delivering innovation, as well as other positive
performance related outcomes (Bassett-Jones, 2005; Ostergaard et al., 2011).
The Biopharma Workforce is Growing More Diverse
The demographic population of the United States is changing. In fact, between 2020 and
2060, the U.S. population will become significantly more diverse (Vespa et al., 2020). Data from
the 2020 Census shows the Black population has grown by 5.6% since 2010, and when
combined with respondents who identify as Black in combination with another race, population
growth exceeds 80%. In fact, the fastest-growing ethnic group in the United States are those

29
individuals who identify as two or more races (Vespa et al., 2020). Census projections show
multicultural groups currently comprise 38% of the U.S. population and projections show this
group will become the majority by 2044. In other words, the U.S. population is becoming
increasingly multicultural. The changes in the U.S. demographic landscape will impact the
composition of U.S. workforces. A 2004 study released by the Sullivan Commission found the
healthcare industry has not kept pace with demographic changes, including the biopharma
industry. Biopharma leaders with limited experience managing diverse, multicultural teams may
be challenged as the workforce evolves. Research by Shelton and Thomas (2013) showed White
male leaders struggle to provide candid feedback to diverse coworkers. While findings from
Eagly and Lau Chin (2010) found leaders from traditionally excluded groups likely to have more
multicultural competence, allowing them to reap the advantages associated with managing
diverse teams.
In 2019, as the world faced off against a global pandemic, a multicultural, diverse team of
scientists, co-led by a Black woman, came together to develop an innovative and highly effective
vaccine in record time to deliver a lifesaving solution to COVID-19. This ground-breaking
discovery supports the findings of Nielsen et al., (2017) which showed, greater diversity allows
scientific organizations to derive a dividend from innovation that opens the door to new
discoveries through smarter and more creative teaming. When provided with the appropriate
support, and resources, the entire world benefited from the ground-breaking innovation derived
from this diverse team. As the biopharma industry strives to address the pressure to innovate, it
will need to embrace new ways of working, collaborating, and thinking. Significantly increasing
the representation of Black leaders could play a meaningful role in reimagining diverse
workplaces as innovative workplaces.

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Gap Analysis Framework
The gap analysis framework developed by Clark and Estes (2008) is a structured approach to
problem-solving that allows stakeholders to identify specific gaps in performance as they align
potential solutions to organizational goals. The gap analysis framework also referred to as the
knowledge, motivation, and organizational influences theory, or KMO, emphasizes that gaps in
employee knowledge, motivation, and/or organizational processes and resources influence
performance challenges (Clark & Estes, 2008). Exploring problems of practice through the lens
of a gap analysis allows practitioners to narrow potential solutions on a few key influencers
within each of these elements contributing to gaps in performance.
The gap analysis framework analyzes key factors focused on four knowledge types
necessary for stakeholders to achieve performance goals, factual, conceptual, procedural, and
metacognitive (Clark & Estes, 2008; Krathwohl, 2002). According to Clark and Estes (2008),
motivation at work is the result of our experiences and beliefs about ourselves, our coworkers,
and our prospects for being effective. Motivation includes three types of motivational processes;
actively choosing to work towards a goal, persisting until the goal is accomplished, and how
much mental effort to invest in achieving a goal (Clark & Estes, 2008). The motivation to
achieve a goal can be influenced by a host of factors, including expectancy values, emotions, and
self-efficacy (Clark & Estes, 2008; Rueda, 2011). Expectancy value theory speaks to an
individual’s motivation, specifically, the ability to decide if a given task is worth the effort
(Bandura, 2012). Self-efficacy refers to an individual with belief in their capacity to organize and
execute actions necessary to produce specific performance outcomes (Bandura, 1997). The last
element of KMO focuses on organizational influences and includes processes, resources, and
organizational culture (Clark & Estes, 2008).

31
The gap analysis framework (Clark & Estes, 2008) is a critical element of this study and
appropriate to examine this problem of practice as the purpose of the framework is to determine
if Black professionals have the adequate knowledge, motivation, and organizational support to
achieve the goal of career advancement into positions of leadership. The sections below review
the assumed knowledge, motivational and organizational influences impacting the
underrepresentation of Black professionals in positions of leadership in biopharma. Chapter
Three will detail the methodology for validating and assessing the assumed knowledge,
motivational and organizational influences.
Knowledge Influences
Knowledge refers to the skills and information necessary to meet desired outcomes
(Clark & Estes, 2008). According to Krathwohl (2002), there are four knowledge types required
for stakeholders to achieve performance goals. The first, factual knowledge, refers to the basic
element’s employees must know to be acquainted with a discipline or solve problems and
includes knowledge of specific details and terminology (Krathwohl, 2002). Second is conceptual
knowledge which refers to the interrelationships among the basic elements within the larger
structure that enable them to function together, including knowledge of classifications,
generalizations, and structures (Krathwohl, 2002). Procedural knowledge is how to do something
and emphasizes specific skills, subjects, and the criteria for deciding when to use proper
procedures. Lastly is metacognitive knowledge, defined as knowledge of cognition in general as
well as awareness of one’s own cognition and entails self-knowledge, strategic knowledge, and
knowledge about cognitive tasks, including appropriate contextual and conditional knowledge
(Krathwohl, 2002). Clark and Estes (2008) posit people are often unaware of their own lack of
knowledge and skills or reluctant to share weaknesses. As part of this literature review, the next

32
section will cover assumed knowledge influences impacting Black professionals who aspire to
assume positions of leadership in the biopharma industry.
Procedural Knowledge
Procedural knowledge addresses how an individual learns and includes understanding
techniques and methods as well as when to implement each step (Clark & Estes, 2008) and can
be characterized as step-by-step procedures executed in a specific sequence (Hiebert, 2013). For
example, employees' understanding of the steps necessary for promotion into positions of
leadership, such as the ability to consistently achieve high-performance ratings, participation in
formal leadership development programming, and networking with stakeholders. This
information is often detailed and available to all employees, via human resources, as part of
career pathing documentation. Another example may include understanding where, when and
how to initiate the process to address employee grievances.
While Black professionals may have access to information detailing the procedure or
steps necessary for career advancement, research shows Black professionals are consistently
evaluated against different standards than their White counterparts (Greenhaus et al., 1990;
James, 2000; Thomas, 2001). The selection of executive leaders in organizations is often
secretive and influenced by boards of directors and unfortunately for Black professionals, racial
bias remains an issue for corporate America (Acker, 2006; Elliott & Smith, 2001; Khurana,
2002). This research suggests although Black professionals may possess the necessary
procedural knowledge to advance their careers, career advancement may prove difficult when the
standards for evaluation are not consistently applied equally across an organization. Cavounidis
and Lang (2015) showed Black professionals receive additional scrutiny from supervisors, which
leads to poor performance reviews, lower wages, and job loss. While research conducted by

33
James (2000) showed Black professionals experience treatment discrimination at work, resulting
in fewer promotions, and are often closed out of opportunities to develop meaningful networks
with stakeholders. Cook and Glass (2008) posit these experiences influence minority leaders to
emphasize governance processes that ensure equitable corporate cultures, accountability, and
fairness. In contrast, Washington et al. (2019) assert it is these experiences that most likely lead
to the underrepresentation of Black professionals in positions of leadership.
Conceptual Knowledge
Conceptual knowledge consists of facts, concepts, processes, and principles (Clark &
Estes, 2008) and involves understanding the relational nature of concepts and various pieces of
information (Hiebert, 2013). The value of conceptual knowledge can be observed in leaders
responsible for managing complex situations with numerous contingencies, such as
organizational change events or the development of a strategic vision (Conger & Toegel, 2003).
Conceptual knowledge helps employees understand how smaller, individual pieces of
information come together to form a larger more complex narrative. While the ability to detect
patterns and make connections to formulate strategies is an important skill for any aspiring
leader, it is essential for Black biopharma professionals who face unique and significant barriers
to middle and senior management (Bloch et al., 2021). Research shows when Black professionals
are appointed to leadership positions, they are often assigned to poorly performing teams or
firms in crisis (Ryan & Haslam, 2005, 2007). In the event minority leaders do not perform in
these risky leadership assignments, stakeholders use this information to reinforce racial
stereotypes, evaluation bias or rationale to oppose the elevation of Black talent (Ryan & Haslam,
2007).

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Help-Seeking
Help-seeking knowledge is a metacognitive process focused on the promotion of selfregulation and self-awareness. Self-regulation is how individuals guide their goal-directed
activities and plays a significant role in controlling impulses and well-being (Medina et al.,
2017). Help-seeking is an important mechanism for improving job performance and can
influence an individual’s capacity for learning, competence, and development of new skills
(Brooks et al., 2015; Dovidio et al., 2006). The focus here is on help-seeking as a meaningful
component of an individual’s ability to address demands or take on task-related issues (Friedman
et al., 2018). An individual’s help-seeking knowledge can be influenced by their supervisor,
specifically how they are treated by their supervisor (Friedman et al., 2018). Mentors and
sponsors also influence help-seeking knowledge. Mentoring has been shown to help people of
color break through to senior leadership positions in organizations (Creary & Roberts, 2017;
Wang, 2016), while individuals with sponsors report higher levels of satisfaction with their rates
of advancement (Hewlett et al., 2010).
Blake-Beard et al. (2019) showed diverse professionals can benefit significantly from
supportive relationships. However, research shows minority professionals are often excluded
from professional and informal social networks, thereby limiting their opportunities for career
advancement (Bell & Nkomo, 2003; Essien, 2003; McGuire, 2002). Access to social networks is
essential for Black professionals seeking advancement, as research shows leadership
opportunities are often shared within informal social networks, and individuals in positions with
access to this information are predominately White men (Stainbeck & Tomaskovic-Devey,
2012). Research by James (2000) found racial segregation in social networking limits minority
access to resources and the consolidation of resources advantages White men. Minority

35
exclusion to social networks limits access to sponsors, mentors, information, high value peer
networks and job opportunities (Dumas et al., 2013; Randel et al., 2021). Limited access to
traditional conduits of support creates a gap in Black professionals’ help seeking knowledge,
which may help explain why they report being promoted at a slower rate than their White
counterparts and receiving less psychosocial support in the workplace (James, 2000). Table 1
illustrates three of the assumed knowledge influences and knowledge types impacting the
underrepresentation of Black professionals in positions of leadership in biopharma.
Table 1
Summary of Assumed Knowledge Influences
Industry Mission
The mission of the biopharmaceutical industry is to research and develop treatments and cures to
improve the lives of patients in the U.S. and around the globe by advancing innovation, making
medicines more affordable and creating a more just system, while delivering profitability and
shareholder value.
Industry Global Goal
By May 2024, the industry’s goal is to reduce systemic barriers and make the industry an ally in
the push for equity as it strives for transparent conversations about racial equity and what it
means to have inclusive cultures.
Stakeholder Performance Goal
By May 2024, Black biopharma professionals will participate in meaningful solutions designed
to increase the representation of Black leaders within biopharma organizations.
Assumed Knowledge Influences Organizational Category
Black professionals need to know the standards
necessary for promotion and the organizational
process for ensuring equal treatment in the
workplace.

Procedural
Black professionals need to be adept at sense
making and connection.

Conceptual
Black professionals need access to social
capital in order to build robust networks of
mentors, and sponsors.

Metacognitive

36
Motivational Influences
While knowledge informs stakeholders on how to do something, it is the motivation that
informs how much effort to apply to a given task. Together, knowledge and motivation systems
represent the most important facilitators or inhibitors of work performance (Clark & Estes,
2008). Motivation is the product of an interaction between people and their work environment
and according to Clark & Estes (2008), there are three types of motivational processes that
influence the work environment. The first, active choice, is when individuals choose or fail to
choose to actively pursue a work goal (Clark & Estes, 2008). Second is persistence, the ability to
continue in the face of distractions (Clark & Estes, 2008). Lastly, once an individual has selected
a goal and persisted in it despite distractions, they must decide how much mental effort to invest
in achieving the identified goal (Clark & Estes, 2008). Motivational climates in organizations
increase team confidence, interpersonal and organizational trust, collaboration, and well-being
(Clark & Estes, 2008). According to Clark and Estes (2008), there are four factors that
significantly influence choice, persistence, and mental effort, this includes confidence, the
emotional climate of the workplace, values, and beliefs about organizational barriers to achieving
goals. According to Clark and Estes (2008) motivation at work is driven by our experiences and
beliefs about ourselves, our coworkers, and our prospects for being effective. Research indicates
individuals who believe they are capable will achieve more than those who are equally as
capable but tend to doubt their own abilities (Bandura, 1997).
Black Professionals’ Leadership Efficacy
Leadership self-efficacy is a person’s belief in their capability to lead others and fulfill
whatever roles are necessary in that capacity (Nguyen, 2016). Leadership self-efficacy is
grounded in Bandura’s (1997) social cognitive theory, focused on an individual’s belief that they

37
possess the ability to organize and execute a plan of action to achieve a desired result. Quigley
(2013) posits leadership self-efficacy is important because prior to becoming a leader, one must
choose to act like a leader. Leadership self-efficacy provides insights into a leader’s ability to
establish strategic direction for a team and collaborate to gain commitments (Chemers et al.,
2000). The belief that one can master situations and control events plays a meaningful role in
determining how Black professionals approach career advancement and is an important
consideration relative to this problem of practice, as research shows self-efficacy influences
career decisions, job satisfaction, performance outcomes, and goal achievement (Bandura, 2012).
Studies show leadership self-efficacy, socio-cultural values, and past experiences are precursors
to the motivation to lead (Chan & Drasgow, 2001) and are influenced by experience, seeing
people similar to oneself succeed by sustained effort, encouragement or discouragement, and
well-being (Bandura, 1977; Quigley, 2013). Thompson and Keith (2001) found skin color is an
important predictor of self-efficacy for Black men and a more important predictor of self-esteem
for Black women, illustrating the influence of race and gender-based identities on leadership
self-efficacy.
The Black experience in the workplace is filled with institutional barriers which
negatively impact Black professionals’ leadership self-efficacy. Even when Black professionals
experience success and are promoted to leadership positions, they are less likely to receive workrelated support from their social networks (McGuire, 2002). Research by Gallup (2020) revealed
Black employees are 12 times more likely to trust their organization when they see other Black
people in positions of leadership. This data creates a challenge for the biopharma industry, where
the presence of Black professionals in positions of leadership remains limited. Culturally
insensitive managers are a significant barrier to the career advancement of Black leaders.

38
Research by Gallup (2015) revealed it is the manager who influences 70% of an employee’s
level of engagement and as previously noted, Black professionals are more scrutinized by
supervisors, held to higher standards (Cavounidis & Lang, 2015), and receive less psychosocial
support (James, 2000).
In a study conducted by McKinsey (2020), Black professionals shared they were
implicitly and explicitly expected by organizational leaders to alter the way they speak, dress,
wear their hair, vocalize opinions, and socialize with others, to fit into the mainstream culture.
The inability to be one’s authentic self in the workplace inhibits the ability to achieve, reduces
organizational commitment and work engagement, and creates doubts about belonging (Hewlin
et al., 2016; Hewlin et al., 2017; McKinsey, 2020). Recent research from McKinsey (2021)
showed Black professionals feel less accepted in the workplace and lack the sponsorship and
allyship necessary to support their career advancement. While Black professionals have
succeeded in organizations despite the opposing forces outlined above, data from McKinsey
showed Black employees leaving jobs more frequently than their White counterparts at almost
every level (McKinsey, 2021).
Belief in one’s ability to lead others and achieve is a critical attribute for Black
professionals seeking leadership opportunities. This research identifies barriers negatively
impacting the leadership efficacy of Black professionals and supports the importance of Black
professionals receiving encouragement from organizational leaders and the value of seeing other
Black leaders succeed in the workplace. Moreover, high leadership efficacy may help explain the
resilient nature of Black leaders who have encountered various organizational barriers that have
led to their underrepresentation in biopharma.

39
Black Professionals’ Expectancy Value
Expectancy-value theory suggests individuals’ expectations for success and the value
they have for success play a critical role in determining their motivation and the choice to pursue
a specific task or goal (Eccles & Wigfield, 2002). Four components of expectancy-value include
importance, intrinsic value, utility value, and cost (Eccles et al., 1983; Eccles & Wigfield, 1992).
Tasks are important when individuals see them as central to their sense of self, while intrinsic
value is the joy derived from doing a task (Eccles & Wigfield, 2002). Utility value refers to how
a task aligns with an individual’s future plans and cost is what an individual has to give up in
order to do a task. An individual’s sense of competence is a key part of motivation, as certain
individuals are motivated to achieve a goal when it aligns with their efforts, thinking, and
decision-making (Berg, 2015; Eccles & Wigfield, 2002). As noted by Berg (2015), individuals
have an elevated level of self-motivation and engagement when they are working toward
something very personal. Expectancy-value is an important consideration in understanding why
Black professionals may be demotivated or motivated to pursue leadership opportunities in an
organization.
Individuals’ expectations for success are influenced by a multitude of factors, including
previous experiences, goals, self-concepts, beliefs, and the environment (Eccles et al., 1983).
While Black professionals may expect to do well and value the goal of career advancement, their
expectations for success are often met with structural and cultural barriers that negatively impact
their performance, persistence, and choice relative to career advancement. Organizational
headwinds for Black professionals include bias, downgrading, and exclusion (Bielby, 2000;
Essien, 2003; Pager et al., 2009; Reskin, 2000). Employers often view Black male professionals
as tough, combative, and unpolished (Moss & Tilly, 2001) in addition to being less qualified,

40
capable, and competent as compared to White professionals (Feagin & Sikes, 1994). Stereotypes
focused on minorities’ inability to lead represent another barrier limiting Black professionals’
access to leadership opportunities (Cook & Glass, 2013). Table 2 illustrates two of the assumed
motivational influences impacting the underrepresentation of Black professionals in positions of
leadership in biopharma. The next section focuses on organizational forces influencing the
underrepresentation of Black professionals in positions of leadership within the
biopharmaceutical industry.
Table 2
Summary of Assumed Motivational Influences
Industry Mission
The mission of the biopharmaceutical industry is to research and develop treatments and cures to
improve the lives of patients in the U.S. and around the globe by advancing innovation, making
medicines more affordable and creating a more just system, while delivering profitability and
shareholder value.
Industry Global Goal
By May 2024, the industry’s goal is to reduce systemic barriers and make the industry an ally in
the push for equity as it strives for transparent conversations about racial equity and what it
means to have inclusive cultures.
Stakeholder Performance Goal
By May 2024, Black biopharma professionals will participate in meaningful solutions designed
to increase the representation of Black leaders within biopharma organizations.
Assumed Motivational Influences Organizational Category
Black professionals’ need to feel supported and
encouraged to be their authentic selves in the
workplace.

Leadership efficacy
Black professionals need to believe in the
likelihood of career advancement despite
tokenism.

Expectancy value

41
Organizational Influences
What is accomplished in the workplace is driven by the interaction between the work
environment and people’s knowledge, skills, and motivation (Clark & Estes, 2008). Clark and
Estes (2008) posit organizational culture is the most important work process in all organizations,
as it determines how we work together to achieve and can have neutral, positive, or harmful
effects on performance. Individuals can possess exceptional knowledge, and skills and have
strong motivation but lack the resources and organizational work process to accomplish their
goals. Clark and Estes (2008) define culture as a way to describe the core values, goals, beliefs,
and emotions people have developed over time in our work environments. Culture exists in
settings, those occasions when people come together to conduct joint activity that accomplishes
something they value (Gallimore & Goldenberg, 2001). Black professionals who aspire to lead in
biopharma face challenges related to organizational support and organizational commitment to
diversity, inclusion, and equity.
Organizational Advocacy
It is important for organizational leaders to understand what kind of support people need
in order to deliver their best performance as they work within organizational structures, cultures,
and processes (Clark & Estes, 2008). When organizational goals, policies, or procedures are
misaligned with organizational culture, performance problems will result (Clark & Estes, 2008).
Clark and Estes (2008) posit most of an organization’s culture resides under the surface, hidden
in implicit, unconscious, and automated practices. Dixon (1994) identified four types of support
necessary for successful organizational change: clear goals and measurement, transparent
communication, alignment of processes to goals, and management commitment.
An organization’s ability to meet the requirements identified by Dixon (1994) remains
challenging as it relates to Black professionals. Research shows even when Black professionals

42
have high levels of experience and education, they are less likely to hold positions of leadership
in organizations when compared to White professionals (Elliott & Smith, 2004; Smith, 2002).
Cook and Glass (2013) posit Black professionals are excluded from leadership positions due to
bias and discrimination. In organizations where job requirements are unclear, skill requirements
are difficult to measure, or responsibilities are non-routine, bias and stereotypes tend to be
stronger. Primarily because promotion decisions in these contexts allow for discretion (Gorman,
2006; Smith, 2002). Work by Collins (1997) showed Black professionals tend to be segregated
into staff support functions which reduces their chances for promotions to top leadership
positions. Prior research by Feagin and Sikes (1992) suggested Black professionals are viewed
by decision-makers as better suited for lower-level leadership opportunities and often
purposefully guided toward such opportunities. Maume (2012) asserts when minorities are
promoted to leadership positions, they receive fewer challenging assignments and are more
vulnerable to downsizing when compared to White leaders.
The scarcity of Black professionals in positions of leadership within the biopharma
industry leaves them vulnerable to token status (Cook & Glass, 2008). Research shows token
leaders often receive less support, information, and peer assistance, which negatively impacts
their ability to influence change and makes the implementation of innovative practices less likely
(Cook & Glass, 2008; Taylor, 2010; Wingfield, 2009). This research suggests organizational
support is a critical component of a diversity strategy and plays a significant role in Black
professionals feeling connected to the organization.
Organizational Commitment to Diversity, Equity and Inclusion
Organizations truly committed to DEI may want to consider maturing beyond the
business case for diversity if they hope to cultivate cultures where marginalized talent can thrive.

43
Unfortunately, DEI practitioners face an uphill battle as recent data from Gartner (2022) shows
employees are beginning to show resistance to DEI programming. In a study examining 2023
workforce trends, Gartner found 42% of employees surveyed believe their organization’s DEI
efforts are divisive, while two out of five employees felt alienated or resentful relative to their
organization’s DEI efforts. Failure to address or ignore this trend could disrupt existing DEI
programming and stall initiatives designed to enable marginalized groups (Gartner, 2023). While
organizations, including biopharma, have implemented numerous diversity initiatives, including
the appointment of diversity officers, these efforts have not yielded meaningful outcomes
relative to the hiring, retention, or promotion of Black professionals (McCluney & Rabelo,
2019).
The business case for diversity is well documented and refers to the value placed on
diversity for the strategic advantages it provides, such as access to diverse markets, often
measured in increased revenue, market share, and customer base (Ely & Thomas, 2001; Herring,
2009). Edgley et al. (2016) believe the business case for diversity is at odds with the practice of
social justice, as it values diversity for its profitability. McCluney and Rabelo (2019) posit the
business case for diversity commodifies Blackness and objectifies Black people as valuable only
to the extent to which they can improve organizational performance. Whereas a social justice
perspective recognizes the organizational and societal harm portrayed against Black people and
focuses on building organizational climates rooted in fairness, equity, and justice, rather than
profitability at the expense of Black employee’s well-being (McCluney & Rabelo, 2019). Recent
research from McKinsey (2021) revealed a trust deficit exists between Black professionals and
their companies, as Black professionals are 41% less likely to view promotions as fair and 39%
less likely to believe their company’s DEI programming is effective. According to Alex-

44
Assensoh (2003), organizations need to commit to promoting minorities into leadership positions
where they can meaningfully contribute to the decision-making process, while Buttner (2010)
posits treating Black professionals with respect is ineffective when organizational diversity
promises are unfulfilled.
Despite the biopharma industry’s efforts to develop and promote Black professionals into
positions of leadership, a significant gap in representation persists. This research shows
biopharma organizations working to address the underrepresentation of Black professionals in
leadership positions should examine the environments of the organizations they inhabit. The
answer to the problem of underrepresentation may, in part, lie in the culture of the organization,
its leaders, and the overall approach to diversity. Moving beyond the business case for diversity
and towards building organizational cultures rooted in inclusion, equity, and justice may yield
more favorable outcomes for aspiring Black professionals.
Table 3
Summary of Assumed Organizational Influences

Industry Mission
The mission of the biopharmaceutical industry is to research and develop treatments and cures to
improve the lives of patients in the U.S. and around the globe by advancing innovation, making
medicines more affordable and creating a more just system, while delivering profitability and
shareholder value.
Industry Global Goal
By May 2024, the industry’s goal is to reduce systemic barriers and make the industry an ally in
the push for equity as it strives for transparent conversations about racial equity and what it
means to have inclusive cultures.
Stakeholder Performance Goal
By May 2024, Black biopharma professionals will participate in meaningful solutions designed
to increase the representation of Black leaders within biopharma organizations.
Assumed Organizational Influences Organizational Category
The biopharma industry needs to establish
metric-based systems committed to the support
of Black professionals, including recruitment,
development, retention, and promotion.

Cultural Setting

45
Table 3 (Continued)
The biopharma industry needs to move beyond
just the business case for diversity and toward
organizational cultures committed to inclusion
and equity.

Cultural Model
Overview of the Conceptual and Methodological Framework
The use of a theoretical lens in qualitative research is common and shapes the study
questions, informs the collection of data, and guides the call to action (Creswell & Creswell,
2018). The gap analysis framework developed by Clark and Estes (2008) is a structured
approach to problem solving that allows stakeholders to identify specific gaps in performance as
they align potential solutions to organizational goals. The gap analysis framework also referred
to as KMO, emphasizes that gaps in employee knowledge, motivation, and/or organizational
processes and resources impact performance challenges (Clark & Estes, 2008). For the purposes
of this study, KMO (Clark & Estes, 2008) has been modified to a promising practice study
(Public Health Agency of Canada, 2019) and utilized as the conceptual framework. The gap
analysis framework (Clark & Estes, 2008) is appropriate to examine this problem of practice
because the purpose of the study is to understand the forces influencing the underrepresentation
of Black leaders within the biopharmaceutical industry. This study utilizes a qualitative approach
to research (further discussed in Chapter Three). Qualitative research focuses on exploring and
understanding the meaning groups or individuals ascribe to a social or human problem (Creswell
& Creswell, 2018). Interviews will be employed to collect primary study data. The use of
interviews for data collection is a common practice in qualitative research when a researcher
seeks to understand another person’s perspective (Merriman & Tisdell, 2016; Patton, 2015).

46
Figure 6
Conceptual Framework
Conclusion
This review of existing scholarly research found Black professionals are significantly
underrepresented in positions of leadership in the biopharmaceutical industry. This chapter
reviewed the literature to provide insight into biopharma’s history, relative to its relationship
with Black people, including challenges and opportunities. Clark and Estes’s (2008) gap analysis
framework was used to assess the knowledge, motivational, and organizational influences
impacting the underrepresentation of Black biopharma professionals in leadership positions.
Additionally, the conceptual framework provided a visual representation of the relationship
between KMO influences and Black professionals seeking positions of leadership in the
biopharma industry. Chapter Three will provide a review of the study’s methodology.

47
Chapter Three: Methodology
This chapter describes the qualitative approach used to conduct the study, including an
overview of the methodology and research design, research setting, and data sources.
Additionally, the chapter reviews the instrumentation methods, data collection, and analysis and
concludes with a review of the ethics and role of the researcher. This research study sought to
understand the knowledge, motivation, and organizational forces influencing the
underrepresentation of Black professionals in positions of leadership across the
biopharmaceutical industry.
Participating Stakeholders
The stakeholders of focus in this study were Black professionals with middle
management leadership experience in the biopharmaceutical industry. Black biopharmaceutical
professionals in middle management provide the broadest perspective of the leadership journey,
as only they can provide insight into the steps necessary to become a leader, while aspiring to
become senior leaders in the biopharmaceutical industry. Bonisteel et al. (2021) define
participant recruitment as all the activities that impact the planning and engagement of
participants in and after data collection, including any assessment of a study’s recruitment
activities. Participants for this study were selected from my personal network. In the event
additional participants were required due to limited availability, a snowball approach was
employed to identify additional study participants as well as random solicitations via Linked In.
As a practitioner-oriented study, this research study addressed the issues and concerns
surrounding my line of work, including the reasoning behind recruiting participants from my
personal network. Further information regarding how this would affect the credibility of this
research study will be discussed in this chapter.

48
Interview Sampling Criteria and Rationale
The sampling method for this study was non-random and purposive or purposeful.
Merriam and Tisdell (2016) suggest purposeful sampling assumes the researcher wants to
discover, understand, or gain insight, and must select a sample in order to learn. Study
participants needed to self-identify as African American or Black and be employed with a
biopharmaceutical organization at the time of data collection. This criterion is in line with the
study’s focus on the underrepresentation of Black professionals in biopharma. Participants
needed to have a minimum of one year of leadership experience in a middle management
position, this includes individual contributor roles. This criterion is in line with the study’s focus
on closing the gap in the representation of Black biopharma professionals in leadership positions.
The study sample began with a few Black biopharma leaders selected from my personal network
and employed a snowball methodology to identify additional study participants.
Qualitative Data Collection and Instrumentation
This qualitative study focused on Black biopharmaceutical professionals in middle
managerial positions in biopharma and included a non-random, purposeful sample of 14
participants. In most forms of qualitative research, interviews are the primary method of data
collection and are necessary when observation of behavior is not possible (Merriam & Tisdell,
2013). Interviews are useful for understanding the story behind participant’s experiences and
allow interviewers to capture deep insights around topics (McNamara, 1999). Therefore,
interviews were selected for this qualitative study to understand the perspectives of Black
biopharma professionals as they sought to achieve leadership positions (Patton, 2015).
The interview questions selected for this study were semi-structured and open-ended.
According to Creswell and Creswell (2018), this approach allows participants to fully express

49
their views and opinions relative to the topic of study. The use of follow-up questions was
employed as they allowed the researcher to see issues from the participant’s perspective and
conveyed empathy and understanding for research participants (Kendall, 2008). This method of
questioning was appropriate because this study sought to understand the knowledge, motivation,
and organizational influences driving the underrepresentation of Black professionals in
leadership positions within the biopharmaceutical industry.
Interview Protocol
The interview protocol consisted of 12 questions (see Appendix A). The initial four
questions focused on the study participants' knowledge and understanding of workforce
diversity. DiCicco-Bloom and Crabtree (2006) asserted these initial questions should be openended and broad yet focused on the research. According to Whiting (2008), allowing study
participants to describe something familiar early in the interview process allows participants to
be more at ease and can help with nervousness or anxiety. For example, the first question asked
study participants to describe their role in their organization. While the first group of questions
provided insight into participants' diversity knowledge, the next seven questions focused on
motivation, and help seeking strategies employed during career advancement. The questions
outlined in this section allowed understanding of supportive resources employed by study
participants such as mentors, supervisors, or sponsors. The final five questions focused on
organizational influences, expectancy value, and how well study participants believed their
organizations were committed to workforce diversity and advancing Black professionals into
leadership positions. Responses to the questions outlined in the interview protocol allowed for
insights into each of the identified research questions.

50
Interview Procedures
The collection of data took place via Zoom video conference. Interviews varied in
duration from 60 to 90 minutes. Interview questions were divided into sections to address
knowledge, motivation, and organizational influences. Zoom and Otter technology platforms
were used to record, transcribe, and capture participant responses, which allowed the researcher
to remain focused on actively listening. Interviews were held in quiet locations to minimize
interruptions and each interview took place separately, at times agreed upon by study
participants.
Document and Artifacts
While interviews were the primary data collection strategy for this qualitative research,
documents and artifacts also served as data sources for this study. Documents refer to written,
visual, digital, and physical material relevant to this study, while artifacts are three-dimensional
physical objects in the environment that represent meaningful communication to participants or
the setting (Merriam & Tisdell, 2016). Documents and artifacts provide researchers with
meaningful information into the everyday events of organizations and can provide insight into
the human experience (Merriam & Tisdell, 2016). Through research, this study utilized peer
reviewed journals, articles, public records, books, company records, government documents and
promotional materials, including online content. The majority of documentation provided in this
study was collected by me, to uncover meaning, understanding, and insights relevant to the
underrepresentation of Black professionals in leadership positions in the biopharma industry
(Merriam & Tisdell, 2016). I did not ask study participants to provide personal documentation or
company records prior to the interview process. However, if study participants proactively chose
to provide personal documentation or company records, that documentation was utilized as it

51
provided insight into the participants personal attitudes, beliefs, and world views (Merriam &
Tisdell, 2016).
Data Analysis
The way data is collected, analyzed, interpreted, and presented are significant
considerations when conceiving a study and influences the validity and reliability of the study
(Merriam & Tisdell, 2016). According to Merriam and Tisdell (2016), in qualitative research,
interviews are a major source of qualitative data to understand the phenomenon under study. The
stakeholder group for this study consisted of fourteen Black biopharma professionals in
leadership positions. Data was collected via interviews and interview transcripts were transcribed
via Zoom transcription. After transcription, data was imported into Microsoft Excel 2016 and
coded for common themes. Coding allows researchers to organize data into sections and assign
specific words that denote different categories (Creswell & Creswell, 2018). After the data was
coded, themes were identified relative to the study’s conceptual framework and assessed for gaps
in knowledge, motivational and organizational influences.
Credibility and Trustworthiness
The main task in interviewing is to understand the meaning of what the interviewees say.
(Kvale,1996). According to Merriam and Tisdell (2016), all research is concerned with providing
valid and reliable knowledge in an ethical manner. Qualitative researchers should employ
multiple strategies to ensure the accuracy of findings (Creswell & Creswell, 2018). To ensure the
credibility of this study, I triangulated data with interviews and the analysis of various company
documentation. Triangulation increases credibility and quality by countering the concern that a
study’s findings are of a single method (Patton, 2015). I employed reflexivity to explain how the
research process may have affected the researcher (Probst & Berenson, 2014). Additionally, I

52
outlined the procedures and guidelines for this study to ensure the accuracy and credibility of
findings (Creswell, 2013).
The Researcher
Creswell (2013) asserts researchers must make their position known and acknowledge
inherent and associated biases, values, and experiences, while Villaverde (2008) defines
positionality as “how one is situated through the intersection of power and the politics of gender,
race, class, sexuality, ethnicity, culture, language, and other social factors” (p. 10). To this end, I
have provided information detailing assumptions, biases, worldviews, and relationship to the
study (Meriam & Tisdell, 2016). In this section, I appropriately clarify my assumptions and
acknowledge my world views to help the reader understand how my values and expectations
have influenced the interpretations of the data (Maxwell, 2013).
As I considered my positionality, I began with the realization that I am a “unicorn,” in the
biopharma industry. I am a middle-aged, African American male, with an MS in organizational
development and 28 years of biopharmaceutical experience. I have worked for two of the largest
biopharma companies in the United States, with most of my experience in various leadership
positions, including multiple director-level roles with responsibility for as many as seventy staff
members. I have dedicated my career to positively impacting the lives of patients by improving
the effectiveness of biopharma organizations through innovation, education, and leadership.
Throughout my biopharma career, I have seen the damaging effects of underrepresentation and
personally felt the weight of responsibility to address this problem. This research required me to
engage other Black biopharma leaders who also perceived themselves as “unicorns,” and our
shared identities, socioeconomic status, race, gender, or industry experiences brought a level of
complexity to the interviewer-respondent relationship. As a result of my career experience and

53
this intersectionality, study participants may have perceived me as an insider, which may have
resulted in participants sharing deeply personal and meaningful insights. Simultaneously, I was
conscious of allowing assumptions or my career experiences to influence the experiences shared
by study participants. As noted by Merriam et al. (2001), all researchers struggle with
representing the truth of their findings and allowing the voices of their participants to be heard.
Therefore, it is important to maintain enough objectivity to explore the real questions during the
interview process versus sharing assumptions (Seidman, 2013).
One way to judge the importance of an issue is to examine the amount of research
support invested in advancing our knowledge about it (Clark & Estes, 2008). I believe the
advancement of Black professionals into leadership positions remains a significant opportunity
gap for corporate America. Research focused on White women to define the minority experience
does not appropriately reflect the unique barriers faced by Black professionals in the workplace.
I, along with other Black professionals, have experienced a host of barriers which have
negatively impacted career advancement in the biopharmaceutical industry. In 2020, Bloch et al.
challenged future researchers to continue qualitatively examining the perceptions and
experiences of Black professionals within workplaces. I aspire to make a meaningful
contribution to the existing limited scholarly work relative to the experiences of Black
professionals who aspire to leadership positions in this space. As a Black researcher interviewing
Black study participants, the following section details additional measures employed to ensure
credibility and trustworthiness throughout the study.
Ethics
According to Merriam and Tisdell (2016), it is the researcher who largely determines the
ethical approach of a study based on their experience, values, and intellectual rigor. In an effort

54
to ensure compliance with the institutional guidelines identified by the University of Southern
California (USC), the following actions were taken. A dissertation chair and additional two
committee members served as advisors throughout the study. I submitted the study framework to
the USC Institutional Review Board (IRB) and successfully completed the institution’s IRB
training. The IRB is a formal committee tasked with reviewing, approving, and monitoring
research activities involving human subjects. To ensure no harm to interview subjects, all study
participants were provided the required disclosure documentation forms, including informed
consent, study purpose, interview questions, the option to withdraw from the study, and the right
to privacy (Merriam & Tisdell, 2016).

55
Chapter Four: Findings
The purpose of this study was to understand the knowledge, motivation, and
organizational forces influencing the underrepresentation of Black professionals in positions of
leadership within the biopharmaceutical industry. PhRMA’s strategic goal is to reduce systemic
barriers and make the industry an ally for equity, while striving for transparent conversations
about racial equity and what it means to have inclusive cultures (PhRMA, 2022). This chapter
begins with a description of participant demographics. The next section reviews the study
findings related to research question one, including identified themes within the context of the
assumed knowledge, motivational and organizational influences. The chapter concludes with a
review of the study findings related to research question two, the identified theme, and a
summary. The third research question focused on the knowledge, motivation, and organizational
recommendations for improving the representation of Black leaders within the biopharmaceutical
industry, is addressed in the recommendations section of Chapter Five.
The three research questions that guided the study are:
1. What are the knowledge, motivation, and organizational influences preventing Black
professionals’ ascent to leadership positions within the biopharmaceutical industry?
2. How has the interaction between supervisors and Black professionals positively or
negatively influenced the knowledge and motivation of Black professionals in the
biopharmaceutical industry seeking career advancement?
3. What are the knowledge, motivation, and organizational recommendations for improving
the representation of Black leaders within the biopharmaceutical industry?
Participating Stakeholders
The 14 Black biopharma leaders (BBLs) engaged in qualitative, semi-structured
interviews and represented a combined total of 215 years of biopharma leadership experience,

56
with responsibilities for more than 500 employees. The BBLs participating in this study
represent a wide range of functions including sales, marketing, operations, market access and
training. Eight out of the 14 participants hold advanced educational degrees and nine out of
fourteen are members of a historically Black fraternity or sorority. The fourteen BBLs represent
eight biopharma companies ranging in size from small, to medium and large and represent
leadership expertise across oncology, cardiovascular disease, immunology, neuroscience, and
medical devices. All study participants were currently working in the biopharma industry and in
a position of leadership as of July 2023. Participant participation was voluntary, and to protect
their anonymity, each participant was assigned a pseudonym. The eight companies represented in
this study are referred to as Company A, B, C, D, E, F, G and H as a way to protect their
anonymity. See Table 4 for a detailed breakdown of the demographic characteristics of study
participants.
Table 4
Summary of Study Participant Demographics
Pseudonym Gender Advanced
Degree Position Leadership
Experience
Direct
Reports
Company
Size
Company
Location
Malcolm M Y Sr. Director 13 270 L NJ
Thurgood M N VP 15 100 L TX
Cecil M N VP 25 40 L CA
Colin M N Sr. Director 16 35 L CA
Mae W Y Manager 6 10 L CA
Coretta W N Sr. Director 20 5 L NJ
Angela W Y Sr. Director 20 5 L NJ
Oprah W Y Director 13 4 L CA

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Table 4 (Continuation)
Summary of Study Participant Demographics
Ava W Y Director 25 2 L CA
Rosa W Y Manager 10 15 L CA
Soledad W Y Director 20 50 M MA
Carl M Y Manager 8 5 M NJ
Serena W Y Sr. Director 20 0 M CA
Arthur M N VP 25 5 S NJ
Findings Research Question 1: What Are The KMO Influences Preventing Black
Professionals’ Ascent to Leadership Positions Within The Biopharmaceutical Industry?
The first research question focused on the knowledge, motivation, and organizational
influences preventing Black professionals’ ascent to leadership positions within the
biopharmaceutical industry. Procedural knowledge addresses how an individual learns and
includes understanding methods and when to implement each step (Clark & Estes, 2008). This
may include an employee’s understanding of the steps necessary for promotion into positions of
leadership, such as the ability to consistently achieve high-performance ratings, participate in
formal leadership development programming, and network with stakeholders. To understand
Black professionals’ knowledge of the steps necessary for career advancement, this study asked
participants to explain how Black professionals are developed for leadership opportunities in
their organizations. Participant interviews were coded and assigned themes to detail the
perceptions and experiences of Black biopharma leaders relative to underrepresentation.
According to Creswell and Creswell (2018), themes are the significant findings of a research

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study and used to form a narrative or general description. Six main findings emerged from
conversations with study participants:
1. BBLs delivered exceptional performance as the doorway to promotion.
2. BBLs developed meaningful networks as a strategy to drive connection.
3. BBLs receive support from other minority leaders.
4. BBLs are resilient and persistent in spite of barriers.
5. BBLs lack confidence in their organizations’ current approach to addressing
workplace diversity; and
6. BBLs are positively influenced by relational supervisors.
Assumed Procedural Knowledge Influence 1: Black Biopharma Professionals Need
to Know The Steps Necessary For Career Advancement And Promotion
A common aphorism in the Black community states, “as a Black person in white
America, you must work twice as hard, to get half as far” (DeSante, 2013). This adage is
substantiated by research conducted by Cavounidis and Lang (2015), who found that Black
professional’s face greater scrutiny in the workplace and must deliver significantly better
performance than their White peers in order to be retained by the organization. All participants
indicated this to be reflective of their own experience, highlighting the importance of delivering
performance as a prerequisite for career advancement and leadership opportunities. This study
found Black biopharma leaders consistently delivered exceptional performance in the journey to
attain positions of leadership. It was this extraordinary performance that allowed organizational
stakeholders to take notice and opened the doors to other opportunities, such as promotion,
inclusion in leadership development programming, or participation in special projects.

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BBLs Delivered Exceptional Performance as the Doorway to Promotion
The voices of Arthur, Rosa, Cecil, and Oprah best described this sentiment. When asked
why he was selected for his organization’s leadership development program, Arthur stated,
“because someone saw me, and the behaviors I exemplified impacted others, and I was voted
most valuable player.” Rosa noted, “being a Black woman, it's always you got to work twice as
hard to get half as much and so I am accustomed to working very, very hard to get where I need
to get to.” Cecil shared,
The average rep at the time was probably making about one or two calls a day and I'm
like, that’s not gonna happen, we're making 10 calls a day and I'm coming with you. The
average manager was in the field once a month and I was in the field five days a week
inspecting it, okay, and I had expectations … and oh, by the way, we took a territory
from the bottom to the top and it's one reason why … we worked.
Cecil also mentioned, “my teams were winning every year and out of a 10-year report, I
was rated number two out of 1,000 managers for performance.” This narrative provides insight
into how Cecil was able to significantly outperform his peers and speaks to the incessant drive
Black professionals employ in pursuit of career advancement.
Oprah shared a slightly different perspective in her commentary, which spoke to the
challenge of consistently delivering superior results as a Black woman:
I told myself you have to win. You have to win repeatedly. You have to work harder …
You have to, you know, dress better, you have to laugh at all their jokes. You have to be
non-threatening. You can't be too direct. You have to always smile … more than average
because if not they're going to look at you as an angry Black woman. You have to be
perfect; you cannot fail, you can't mess up. If you mess up, you're done. So those are the

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things that I would tell myself, right, wrong, or indifferent, that continue to cycle in my
mind, and it worked because they loved me, but they didn't love me enough to give me a
succession plan sooner than nine years. But I wasn't a threat, I was clearly one that they
liked … anytime they needed anything done, they had me do it. I worked on every
project, every pilot under the sun, all of those things, but that still wasn't enough for them
to get behind me for a director role.
Black professionals’ belief that it is necessary to work twice as hard for half as much, is
rooted in the belief that there is an additional burden of proof required for people of color
(Woods, 2003). Oprah’s commentary above reflects the challenge of being perceived as the
angry Black woman, the burden of feeling the need to say yes to every opportunity as a way to
demonstrate value, and the frustration experienced when hard work does not translate into timely
career advancement, in particular when compared to white peers. Oprah’s experience is
consistent with research by James (2000), which found that despite hard work, Black
professionals are promoted at a significantly slower rate than Whites. With an emphasis on
performance as the doorway to promotion, the 14 Black biopharma leaders participating in this
study were consistently able to speak to performance as a necessary requirement for promotion
within their organizations. This research suggests Black professionals understand the steps
necessary for career advancement, therefore, there was no stakeholder gap identified relative to
this assumed procedural knowledge influence.
Conceptual Knowledge Influence 2: Black Biopharma Professionals Need to Be
Adept at Sense-Making and Connection
Sense making is the process of rendering meaning from experience (Glynn & Watkiss,
2020). It is clear in the literature that, before individuals can act toward their goals, they must be

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able to make sense of their environment, and making sense of an environment is achieved by
organizing data until the environment is understood well enough to enable reasonable decisions
(Hodgkinson & Starbuck, 2008; Weick & Sutcliffe, 2015). The ability to make sense of the
organization and understand stakeholder networks can be an important skill for any professional
who aspires to lead at a higher level.
BBLs Developed Meaningful Networks As A Strategy To Drive Connection
Study participants described the behaviors and strategies most effective in navigating
challenges in their leadership journey. Angela, a single Black female senior director shared the
following experience,
I wasn't invited to holiday parties, wasn't invited to the after-work events where they're
actually making business decisions, which were critical for me to hear because I was part
of the leadership team but wasn't invited to the golf course … So, I ended up only being
able to rely on the information that I heard through formal meetings … So, because of
that asymmetrical knowledge, I had limited ability to make the right strategic decisions or
to have the right strategic influence.
Angela’s experience is consistent with previous research, which shows minority
professionals are often excluded from professional and informal social networks, thereby
limiting their opportunities for career advancement (Bell & Nkomo, 2003; Essien, 2003;
McGuire, 2002). Limited access to informal networks has been identified as a key reason Black
professionals are underrepresented in senior leadership positions (Mehra et al., 1998). While this
commentary from Angela acknowledges that for many Black professionals, exclusion from
professional and informal networks remains a challenge, it is important to note that in spite of
exclusion from informal networks, Angela leveraged formal networking to drive connection and

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organizational understanding. In fact, this study found nine out of 14 Black biopharma leaders
actively worked to develop meaningful formal networks as a strategy to drive connection and
overcome challenges in their leadership journey. The ability to develop meaningful networks as a
strategy to drive connection emerged as a key theme for this study, as explained in the interview
with Colin, who shared,
What has been most effective for me is being aggressive to develop a network and being
very strategic in the development of that network … But you have to put all of the
components of building a network together…What are people saying about you when
you're not in the room? How do you create that story?
A similar sentiment was shared by Coretta who said,
It's lots of networking … connections … we compete against the networks that we don't
even recognize or know exist … so in order to overcome that it requires a lot of work.
First, you have the table stakes, that you're good at the job you’re asked to do. That's just
to get in the door. But then it's the people that you connect with … it's how do you keep
those connections; it can't be a one and done.
The experiences of Angela, Colin, and Coretta reinforce the importance of performance
as the doorway to opportunity, while emphasizing the value of making connections with
organizational stakeholders through formal networking, despite exclusion from informal
networking opportunities. As outlined in the literature, these Black biopharma leaders viewed
their organizations as complex systems of interdependent relationships and making sense of the
various business networks was important in helping them understand their own position, as well
as how to navigate the organization at large (Henneberg et al., 2009). This study found nine out
of 14 study participants cultivated networks to drive connection and make sense of the

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organization at large. The Black biopharma leaders participating in this study were intentional as
they leveraged formal networks as a strategy to drive connection in their journey to leadership,
therefore, this assumed influence was identified as an asset for this stakeholder group.
Metacognitive Knowledge Influence 3: Black Biopharma Professionals Need Access to
Social Capital in Order to Build Robust Networks of Mentors, And Sponsors
This assumed knowledge influence focused on the support of mentors and sponsors in
advancing the careers of Black professionals. Help-seeking is an important mechanism for
improving job performance and can influence an individual’s capacity for learning, competence,
and development of new skills (Brooks et al., 2015; Dovidio et al., 2006). Research by Smith et
al. (2000) demonstrated the influence developmental relationships, such as mentorships, have on
career enhancement, information exchange, recognition, and personal satisfaction. According to
Hewlett et al. (2012), Black professionals are under-sponsored, although research shows
sponsorship fuels ambition, drives engagement, and boosts retention for people of color.
BBLs Receive Support From Other Minority Leaders
Study participants were asked to describe the support of mentors and sponsors in
influencing their career advancement. In response to this question, Arthur lamented,
I’ve never had a mentor, not one … been in biopharma 32 years, never been tapped. I
don't even know how I've been able to achieve some of the things that I have, because I
never had a person say to me, look Arthur here's our plan for you.
Thurgood shared a similar experience,
I honestly haven't had too many mentors. I haven't especially from an official perspective.
We have mentoring programs where it's like you meet a person a month, you
have a conversation, you chit chat and then it goes away. I haven't really had too many of

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those formal mentorship relationships … I'll be honest, I don't think I really knew
sponsorship until this last role that I got. Because the way that it happened, it felt
completely different than anything else I've had in my career.
As tenured Black biopharma leaders, the experiences of Arthur and Thurgood reflect the
continued challenge Black professionals endure relative to limited mentorship and sponsorship
support. As seen in the commentary of Thurgood, even when mentorship programs are provided
for aspiring leaders, if the relationships are not sustained over time, they offer little value to
participants. The importance of mentorship and sponsorship support for Black professionals
cannot be overstated, in fact, Black professionals are 65% more likely to advance their career
when they have a sponsor (Hewlett et al., 2012). While the commentary of Arthur and Thurgood
show Black professionals continue to experience limited mentorship and sponsorship support,
the majority of Black biopharma leaders in this study received mentorship and sponsorship
support from other minority biopharma leaders.
Despite being employed by predominantly White biopharma institutions, nine out of 14
Black biopharma leaders described being hired, mentored, sponsored, or promoted by a minority
leader. This is an important insight as same-race mentorships help Black leaders overcome
workplace challenges such as microaggressions (Holder et al., 2015). Carl shared why he is so
committed to the development of others, as he recalled his experience trying to enter the
biopharma industry:
Exactly, and the reason why I’m that way [committed to the development of others] is
because you cannot tell me it took me 4 times [to be hired] with Company I. It just
happened to be an African American … who could relate to my HBCU education and not

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downplay it … because they also had a HBCU education … this was a Black man who
hired me into pharma.
Ava shared,
To be frank, I have definitely been blessed on my end to be aligned with leaders that, and
they were Black leaders, that saw talent in me and aligned me with opportunities ... as I
look through my journey at Company E over the past 4 years, it has followed that same
trajectory where there has been a Black manager that has had more experience than me in
the organization and has been able to see things that I have not been able to see coming in
from the outside and learning the organization and putting me in spaces and sponsoring
and allowing me to network and investing in me.
Rosa replied,
Only Black Mentors. The individuals that I've interacted with that I have asked for advice
that are White people are typically more professional. And for me, at least, it's that way
because as we know there's a certain level or information, background knowledge, about
just being Black in America [and] being Black in corporate America that I don't always
want to have to explain as like a whole premise … in having Black mentors … there’s
less explaining that I have to do because … they know where I’m at already.
The experiences of Carl, Ava and Rosa align with the early work of Thomas (1991), who
found that Black men and women have more same-race sponsors when working in
predominately White institutions. As discussed in the literature review, Black leaders are
significantly underrepresented in biopharma (Bio, 2020; McKinsey, 2021; Upton, 2021), which
means there are simply fewer Black executives to serve as mentors and sponsors to Black
professionals. This situation places an undue burden upon a small number of Black executives to

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provide mentorship or sponsorship for many aspiring Black leaders. In spite of this gap, research
shows Black executives are driven to pay it forward as they mentor and sponsor aspiring Black
professional’s (Hewlett, 2012). Although many of the participants in this study were supported
by same race mentors and sponsors, research by Blake-Beard et al. (2019) showed diverse
professionals benefit significantly when they have a cadre of supportive relationships. Narrowing
mentorship and sponsorship support to same-race relationships limits Black biopharma
professionals access to additional mentorship and sponsorship opportunities, therefore, this
assumed knowledge influence is identified as a gap.
Motivational Influence 1: Black Professionals Need to Feel Supported And Encouraged to
be their Authentic Selves in the Workplace
The assumed motivational influence for this stakeholder group focused on the need for
Black professionals to feel supported and encouraged to be their authentic selves at work.
Leadership self-efficacy is a person’s belief in their capability to lead others and fulfill whatever
roles are necessary in that capacity (Nguyen, 2016). Research shows there are a host of barriers
and headwinds which negatively influence Black professionals’ leadership self-efficacy
(Thompson & Keith, 2001; Travis & Thorpe-Moscon, 2018). This study found Black biopharma
leaders to be resilient and persistent, in spite of the various barriers and challenges they
encountered during their leadership journey.
BBL’s are Resilient and Persistent in Spite of Barriers
Research by McKinsey (2021) showed Black professionals perceive less support for selfexpression within their organization, and many believe their race makes it more difficult for
them to achieve their career goals. Mae shared her experience interviewing for a leadership
position and realizing a consequence of simply being Black,

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I had interviewed for a number of positions … I always asked for feedback … He said
the reason why he did not move me forward was because the previous manager was a
black male, that he had on his team had a similar resume ... basically a similar skill set,
and if he had an Achilles heel it was not being able to performance manage. So, he was
concerned that I too, would not be able to performance manage … So, his feedback
wasn't even about me as much as it was about this person … And what that also showed
me is how I as a Black person, interact with my peers … it affects other Black people's
opportunity to progress and get the next opportunity, etc. So, that was highly
disappointing.
The disappointment experienced by Mae reflects the toll of the emotional weight endured
by Black biopharma leaders and is consistent with the findings of other researchers. Research by
Thompson and Keith (2001) found an individual’s skin color influences their self-efficacy.
While Travis and Thorpe-Moscon (2018) argued Black professionals in the workplace endure an
emotional tax, and this psychological burden negatively impacts emotional well-being and
contributes to feelings of isolation. Serena shared the following as she worked to avoid being
seen as different in the workplace,
Part of it is being othered and being seen as different, and so it's really important that I do
not almost like whitewash myself ... I don't do things that trigger their oh, she's Black,
she's different, you know, and since 2012, I have changed my views and I'm just okay
with them being a little uncomfortable so that I can be more authentically me.
Colin recalled a slightly different experience. “Eventually, I attained a higher-level
leadership position, but the journey was interesting because the conversation shifted, it wasn’t
about time and experience anymore … it became more about fit … like, what does that mean?

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Exactly?” Lastly, Malcolm recalled feedback he received from a leader, who encouraged him to
help others get more comfortable with who he is. “I’ve got to go to people proactively, and my
question was, who’s helping me get comfortable? Why am I now holding the job of helping
everyone else feel comfortable with me, who’s helping me feel comfortable ...”
The experiences of Serena, Mae, Colin and Malcolm reveal the consequences of the
emotional tax endured by Black biopharma professionals can cover a wide range of emotions.
The Black biopharma professionals in this study had to overcome bias, vague feedback, limited
psychosocial support and marginalization, all factors that work against authenticity in the
workplace. Recent research examining US workforce trends found 51% of Black workers
believe being Black makes it more difficult to be successful at work (Pew Research Center,
2023). In spite of the challenges encountered by the participants in this study, 100% of study
participants found a way to overcome barriers and challenges to achieve positions of leadership
within their respective biopharma organizations. Arthur summarized it best with the following
emotional commentary:
So, what ends up happening for us and you see it, everybody that you see get there. They
almost feel remarkable in some ways and it’s because of what they’ve had to overcome to
be there. You don’t see okay or average Black Americans in leadership roles in this
organization or this industry we’re talking about, and you don’t encounter them and not
leave impressed … you don’t. I never have. I’ve encountered many others and left less
than impressed. So, there’s gotta be something said for that … because you have to
overcome so much internal struggle, internal doubt, and internal … you gotta be a dog to
make it … you really do. It’s really interesting … I’m telling you, because it’s more than
just having us there, it’s understanding all of what occurs with individuals that are there.

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Behind the sentiment expressed by Arthur resides an unwavering belief in one’s ability to
overcome challenges while working towards the goal of career advancement. Similar to the
findings of McKinsey (2021), the Black biopharma leaders in this study worked to help their
companies achieve in spite of obstacles and challenges. The assumed motivational influence for
this stakeholder group focused on the need for Black professionals to feel supported and
encouraged in order to be their authentic selves in the workplace. This study found Black
biopharma leaders to be resilient and persistent in the face of challenge but lack the support
needed to be their authentic selves in the workplace and therefore this assumed motivational
influence is a gap.
Motivational Influence 2: Black Professionals Need to Believe in The Likelihood of Career
Advancement Despite Tokenism
Expectancy-value is an important consideration in understanding why Black
professionals may be motivated or demotivated to pursue leadership opportunities. Similar to
Berg’s (2015) research, the participants in this study demonstrated an elevated level of selfmotivation while working towards the deeply personal goal of career advancement. In fact, a
sub-theme that emerged from this study showed Black professionals are very comfortable taking
risks in their ascent to positions of leadership, including taking assignments in remote locations
or consistently assuming responsibility for poor-performing functions or teams.
BBL’s are very comfortable taking risks in their ascent to positions of leadership
Coretta described one of the challenges associated with taking the path less traveled:
I’ve been fortunate to have a tremendous amount of success … but where I think the
challenge comes is for me and for other people getting an opportunity and taking a risk. I
have tended to be a risk taker, and that I’m willing to take a chance and bet on myself.

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But I think that is a barrier or a hindrance because you don’t know what pool you’re
jumping into. I do think when I’ve had a challenge is that you know, maybe I haven’t had
enough support. More organizations are feeling the pressure of having to have diverse
slates and so part of that challenge is that you’re the token person to fill to make the slate
a diverse slate. And then sometimes in some instances, you know we compete but we’re
not really competing, it’s someone else’s job to start with.
Tokenism contributes to low morale and frustration for Black professionals (Roberts &
Mayo, 2019) For Coretta, and many Black biopharma leaders, the willingness to bet on oneself,
reflects their confidence and positive leadership self-efficacy. Korn Ferry (2021) found Black
leaders view risk taking as essential to career progression, while strong leadership self-efficacy
helped them mitigate the fear of uncertainty. It is important to note, risk taking in this context
does not denote recklessness but a calculated, strategic approach to career opportunities, as
described by Angela who shared:
Taking risks that most won’t, to give me exposure, so like with this role, brand new role,
brand new team, high stakes, right, because if I didn’t craft this team well enough, we
could easily get unfunded and dismantled. So being able to prove validity, that we need it
marketing on the market access, right, and being able to make the right bets to give
myself visibility across commercial teams. Or like when I was with my previous
company, I took a district that everybody told me was going to ruin my career, I went to
Tulsa, Oklahoma. I had reps in Oklahoma and Arkansas, deep south. They had never seen
a minority leader period in the marketplace. Nevertheless, a young, single Black female
leader, so I had to overcome some of the racial biases that existed with my reps and my
customers alike. And then I also had to quickly prove value because another reason why

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people said it was gonna ruin my career was Tulsa had never been above top 50%.
They’ve been at the bottom of the country over and over again. So, I knew the other way
I’m gonna get myself out of a box, is I gotta get to number 1. So, I took them to number
1. And then that attracted me to another director who took me to Houston. Houston was
at the bottom of the country, took them to number one, right? So, I’m still thinking
through how do I prove myself? So, in my early days, that’s what it was … taking risks
that others won’t.
While risk taking helped Angela gain visibility and exposure, the dominate theme in her
commentary is focused on the constant need to prove oneself. For Angela, and many Black
biopharma professionals, the pressure to prove oneself as a leader is fueled by a narrative within
corporate America that Black professionals are often promoted because of their race, instead of
their capabilities or performance (Korn Ferry, 2021). This narrative is not consistent with the
findings of this study, as previously noted, the Black biopharma leaders in this study consistently
delivered exceptional performance in role. According to Quigley (2013), leadership self-efficacy
is important because prior to becoming a leader, one must choose to act like a leader. This
sentiment was described by Arthur who said,
I refuse not to be the leader that’s in me and I do it anyway, regardless of what I’m
called. So, I may have not been an area business manager, … or I may not have been a
vice president of market access, but I behaved like it anyway … I guarantee you, there
are many of us in companies who behave like something that we’re not called, or titled,
or paid for.
This study found Black biopharma leaders expect to do well and believe in the likelihood of
career advancement and therefore, this assumed motivational influence is not a gap.

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Assumed Organizational Influence 1: Biopharma Needs to Establish Metric-Based Systems
Committed to The Support of Black Professionals
To assess this assumed organizational influence, study participants were asked to
describe how Black professionals are developed for leadership opportunities within their
organizations. Seven out of the eight biopharma organizations represented in this study provided
leadership development programming for all staff members. Six of the eight biopharma
organizations represented in this study did not provide programming resources devoted to the
development or preparation of Black professionals for organizational leadership. When asked
how Black professionals are developed for leadership in their organizations, the experiences of
Mae and Malcolm were most salient. For example, Mae commented,
I think the way they develop Black professionals is just like they do with any other
professionals, which I think is a miss, because what we need to professionally succeed is
going to be different and I don't think my organization acknowledges that.
Malcolm, on the other hand, stated,
Frustrated … I think part of me wants to answer the question and say it's no different,
which is part of the problem right? It's kind of like okay, let's just make sure if we've got
10 people in this leadership development program, let's just make sure two are black and
they just identify two black people and put them in there and they just go through the
same process, right … it just feels like programs upon programs that aren't maybe like,
thought out.
For Malcolm, the random selection of Black professionals to participate in leadership
development programming lacks strategic intent and feels like a “check the box” activity. Mae
brings attention to the need for developmental programming within her company that addresses

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the specific needs of Black professionals. The assertion that the needs of Black leaders may vary
from their White counterparts is supported by Thomas et al. (2019), which recommended
organizations employ leadership programming and executive coaching specifically for Black
women, who are often excluded from sponsorship and networking opportunities. Overall, the
majority of biopharma companies participating in this study lacked leadership development
programming in place to support Black professionals.
In addition to the absence of developmental programming for aspiring Black
professionals, this study also found the majority of Black biopharma leaders participating in this
study do not believe their organizations will close the current gap in underrepresentation within
the next five years. When asked if they believed their organizations would close the existing
representation gap in leadership within the next five years, Arthur said, “I just don't see it.
They've been sort of talked about for as long as you and I have been in the industry, how has it
impacted representation?” Rosa shared a similar response, “I don’t think so. Because it’s still not
considered an issue to them. So, to them when they think about workforce diversity, they’re like
we just need to hire more Black people and then we’re done.” This study identified the lack of
accountability and goals as two reasons why Black leaders do not believe the biopharma industry
will close the gap in representation in the next five years, as noted by Coretta who shared,
I don't think we'll make it. I think we're too far off. If I think of just the industry, not a
particular company. I think we're too far off the mark to close the gap in five years …but
even if every company, you know today said we're gonna make a concerted effort. I just
think we're too far off … There's no accountability.
Coretta’s belief that the industry is simply too far off to close the existing gap in five years is
backed by the literature, which found it would take 95 years for private sector companies to

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achieve parity in representation (McKinsey, 2021). Similar to Coretta, Cecil commented on the
need for accountability, in addition to the absence of metrics,
I would say unlikely … because we don’t have target goals or built-in objectives alright,
and I believe without those things, you’re kidding yourself. And I think this is a mistake
being made by our organization as well as others, even when you have the CEO and the
staff says great things and I truly believe they really mean it. That’s wonderful. The
problem is, as this trickles down to levels. Okay, those first, second, third-line leaders are
watching. If there’s no incentive for changing, if there’s no consequence for not
changing. Okay, then, it begs the question, why should they change? And as a result,
most aren’t going to … In fact, we’d be doing good to maintain or maybe grow a little
bit, but as far as closing it without goals, you need to be intentional, and I don’t think
folks are going to do it out of the goodness of their hearts because it’s the right thing to
do, although I think it is. I think we need some accountability with it.
As noted by Cecil, the absence of goals and objectives to measure progress, make it
difficult to imagine biopharma companies changing the current trajectory. In fact, according to
McKinsey (2021), companies seeking to address racial equity will need to prioritize
interventions for Black professionals and track progress to increase accountability (McKinsey,
2021). The majority of biopharma companies in this study lacked measurable outcomes to
support the advancement of Black biopharma professionals into leadership positions and is a gap
relative to this assumed organizational influence.
Assumed Organizational Influence 2: Biopharma Needs to Move Beyond The Business
Case For Diversity And Toward Cultures Committed to Inclusion And Equity

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Many organizations continue to extoll the business rationale for investing in diversity,
despite conflicting literature (Kochan et al., 2003). This myopic viewpoint is problematic for a
host of reasons, including reducing minorities to performance-driving commodities (McCluney
& Rabelo, 2019). Additionally, as detailed in the literature, the business case for diversity has
resulted in Black professionals being significantly underrepresented in positions of leadership
across the biopharma industry. To assess this assumed organizational influence, Black
biopharma leaders were asked a series of questions focused on their level of confidence in their
organization’s current strategy to address workforce diversity. Study participants were also asked
to describe barriers to advancing Black professionals into leadership positions.
BBLs Lack Confidence in Their Organizations Current Approach to Address Workplace
Diversity
This study found the majority of Black biopharma leaders have little confidence in their
organizations’ current approach to addressing workforce diversity. In fact, out of the eight
organizations represented in this study, all but one reflected little to no confidence as Carl noted,
“there is no strategy,” while Arthur shared, “there’s no strategy. It’s unfortunate, there’s no
strategy.”
While considering her company’s commitment to workplace diversity, Oprah stated
emphatically, “I do not have any confidence in nothing these people say until they show it to me,
period.” When asked to elaborate, she shared the following,
[Company E] is too passive, to do the things that it takes …because the infrastructure was
put in place after George Floyd, but they were too passive to hold their people
accountable at lower levels, to actually make things happen the way that they could have
happened. So that's my perspective. So, while they talk a good game …They don't want

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to do any more than what they're doing ... They're committed some to diversity for
African Americans in this company, it means we want a few good ones, enough to say
that you can't say we don't want it, but they don't want to grow.
Mae said,
I don’t have any confidence. I was having confidence, but I feel like more recently,
unfortunately, with like the Supreme Court decision [about affirmative action] it’s put
companies in a position where, you know if they say that they’re targeting Black people
for something now they claim its reverse discrimination, and you open yourself up for
lawsuits.
For biopharma companies entrenched solely in the business case for diversity, the
sentiments expressed by Carl, Arthur, Oprah and Mae should serve as a cry for change. The
business case for diversity has not provided meaningful improvements in the representation of
Black biopharma leaders as noted by Cecil, a 25-year veteran of the industry, who said, “What I
see though in our industry and what I know to be true, is that the workforce representation,
specifically to blacks, for example, is about 3% industry wide”. While the majority of study
participants were aligned with Carl, Arthur, Oprah, and Mae. Coretta shared a starkly different
opinion from her peers, due to the level of measurement and accountability she has observed in
her organization:
I have a high level of confidence … I happen to work for a company that our most senior
executives actually are held accountable … so building more diversity for them is part of
how they get compensated…and that’s the difference that most senior leaders and
organizations don’t have. You can talk about building diverse teams, but if nobody’s
checking the receipts, if nobody’s saying you know, well, of your 200 people on your

77
team and 3 years ago, you had 10% diverse representation. You know, what does that
look like today? Has it grown to 20%? Has it declined to 5%? We’re keeping a scorecard,
and your compensation is tied to that, and this doesn’t happen everywhere.
Coretta provides a glimpse into what is possible when a biopharma organization evolves
beyond the business case for diversity and towards a culture rooted in inclusion and
accountability. According to Georgeac and Rattan (2022), the way in which organizations choose
to justify their commitment to diversity matters to underrepresented group members’ sense of
belonging. This adds to the findings of other researchers who argue anchoring solely around the
business case for diversity will not yield the outcomes necessary to address this problem of
practice (Byrd & Sparkman, 2022; Georgeac & Rattan, 2022; McCluney & Rabelo, 2019). As a
result of Black biopharma leaders lack of confidence in their organizations current approach to
workplace diversity, the assumed organizational influence focused on the need to evolve beyond
the business case for diversity was identified as an organizational gap.
Findings Research Question 2: How Has The Interaction Between Supervisors And Black
Professionals Positively or Negatively Influenced The Knowledge And Motivation of Black
Professionals in The Biopharmaceutical Industry Seeking Career Advancement?
Leaders play a pivotal role in organizational culture building and can influence culture
through their leadership style, values, and example (Steers & Shim, 2013; Warrick, 2017).
Supportive managers have been shown to positively impact employee commitment,
performance, and effectiveness (Blake-Beard et al., 2019). The second research question in this
study sought to explore how interactions between Black professionals and supervisors influence
career advancement. Study participants were asked, what support, if any, has your supervisor
provided in your career advancement?

78
BBLs are Positively Influenced by Relational Supervisors
The Black biopharma leaders in this study shared examples of both negative and positive
experiences relative to supervisor support. For example, Malcolm spoke about the difficulty he
experienced relative to encountering any good leaders, “to be honest, it’s probably been a little
bit of the downside of my career, man. I haven’t had a lot of good leaders in my life.” Cecil
recalled an experience with a supervisor who negatively impacted his career advancement. “I
was basically trying to go for a promotion” Cecil shared, “I got turned down twice and then I
found out my leader was taking credit for all my stuff … and was reporting it as his own.” While
Malcolm and Cecil spoke to the deleterious effects of unsupportive supervisors, for those study
participants who received career advancement support from supervisors, a pattern of behaviors
emerged that were highly relational in nature. For example, Mae described the support she
received from a female supervisor who demonstrated curiosity, and encouraged her to think
differently relative to her career:
I was lucky to have a White female leader who was my district manager and came in and
she was like, Mae, why aren’t you a district manager? And you know, I had all the
reasons, and she was like, no, we need representation, if not you, who? And she kind of,
she sold me, she wouldn’t let up. So, she asked me, you know, she figured out what my
objections were, and she knocked them down. And she really encouraged and supported
me, and it made me see my capabilities in a different way. Other managers, White men,
had just benefited from those capabilities but did not encourage or speak you know, like
development. They just didn’t develop me, they benefited from my development.
The experience shared by Angela provided additional insight into the relational behaviors
demonstrated by supportive supervisors when she recalled the following:

79
My previous leader before her was a White female and she’s probably one of the best
I’ve ever worked for in my entire career … the reason why she was the best is within the
first 30 days, she made a deep commitment to understand me. What made me work
professionally. What motivated me personally, took a deep interest in who I was as a
person, didn’t feel any judgment for being single, she actually called me smart because
she understood why I was single. Would ask about both personal and business updates.
And she worked me hard but once again she also believed in like when you’re going on
your vacation, you enjoy your vacation, right? So, she modeled what she taught, so
because of that, even when we were in super stressful situations, I felt like I would go
through a brick wall for her.
The reflections of Mae and Angela reveal meaningful insights into the positive influence
supportive supervisors play in the advancement of Black professionals. In addition to providing a
high level of advocacy, the managers described here were intentional in driving connection and
role-modeling the behaviors they espoused. The supportive supervisors described by study
participants demonstrated a deep commitment to understanding Black professionals at a personal
and professional level. Overall, this study found supervisors who employed relational behaviors
drove connection with Black biopharma professionals and positively influenced career
advancement. The data in this study demonstrates supportive supervisors ensure Black
biopharma leaders feel seen, heard, and valued and is consistent with the findings of Blake-Beard
et al. (2019), which indicated supportive managers positively impact employee commitment,
performance, and effectiveness. This is a key finding of this study and emphasizes the
importance of the role supervisors play in influencing the career advancement of aspiring Black
leaders.

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Summary
This chapter began with an overview of the 14 study participants who shared their lived
experiences as Black professionals in positions of leadership within the biopharmaceutical
industry. The chapter provided study findings related to two research questions and discussed
key themes identified based on the evidence-based findings provided by study participants. Six
key themes and one sub theme emerged during analysis and were aligned with the conceptual
framework focused on the assumed knowledge, motivation and organizational influences
preventing Black professionals’ ascent to leadership positions within the biopharmaceutical
industry. As the stakeholder group of focus, this study found Black biopharma leaders (RQ1)
delivered exceptional performance as the doorway to promotion, developed meaningful networks
as a strategy to drive connection, received support from other minority leaders, were resilient and
persistent in spite of barriers, and lacked confidence in their organizations current approach to
address workplace diversity. Additionally, the study found Black biopharma leaders (RQ2)
are positively influenced by relational supervisors. The next chapter will discuss study findings
and provide recommendations based on the findings.

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Chapter Five: Discussion
The purpose of this study was to assess the knowledge, motivation, and organizational forces
influencing the underrepresentation of Black professionals in positions of leadership across the
biopharmaceutical industry. This chapter discusses the key findings derived from the Clark and
Estes (2008) gap analysis, followed by a discussion of study limitations, implications for
practice, recommendations for future research, and a study conclusion. Chapters One through
Four provided the background of the problem, review of the literature, methodology, and
findings to address the initial two research questions that guided this study:
1. What are the knowledge, motivation, and organizational influences preventing Black
professionals’ ascent to leadership positions within the biopharmaceutical industry?
2. How has the interaction between supervisors and Black professionals positively or
negatively influenced the knowledge and motivation of Black professionals in the
biopharmaceutical industry seeking career advancement?
This chapter will address the final research question: What are the knowledge, motivation, and
organizational recommendations for improving the representation of Black leaders within the
biopharmaceutical industry? Table 5 summarizes the knowledge, motivation and organizational
assumed influences explored in this study and their determination as a strength or gap.
Table 5
Knowledge, Motivation and Organizational Strength or Gap as Determined by the Data
Assumed Knowledge Influences Strength or Gap
Black professionals need to know the standards necessary for
promotion and the organizational process for ensuring equal
treatment in the workplace
Strength

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Table 5 (Continuation)
Knowledge, Motivation and Organizational Strength or Gap as Determined by the Data
Black professionals need to be adept at sense making &
connection.
Strength
Black professionals need access to social capital in order to build
robust networks of mentors, and sponsors
Gap
Assumed Motivational Influences Strength or Gap
Black professionals need to feel supported and encouraged to be
their authentic selves in the workplace
Gap
Black professionals need to believe in the likelihood of career
advancement despite tokenism
Strength
Assumed Organizational Influences Strength or Gap
The biopharma industry needs to establish metric-based systems
committed to the support of Black professionals, including
recruitment, development, retention, and promotion.
Gap
The biopharma industry needs to move beyond just the business
case for diversity and toward organizational cultures committed to
inclusion and equity.
Gap
Findings
This section will detail the findings that emerged from data collected through qualitative
interviews. The findings of this study reflect the lived experiences of fourteen Black biopharma
professionals in positions of leadership. Despite the smaller sample size, these findings represent
the majority of study participants as noted by Cleary et al. (2014). For this study, findings were
derived from eight of fourteen participants describing similar responses associated with themes.
The findings of this study are aligned with the conceptual framework selected to guide this body
of research and have answered all research questions. The study utilized a promising practice
approach (Public Health Agency of Canada, 2019) and the Clark and Estes (2008) gap analytical

83
framework to assess if Black professionals have the adequate knowledge, motivation, and
organizational support to achieve the goal of career advancement into positions of leadership.
Three notable findings emerged from this study and are aligned with research questions one and
two.
Theme 1: Black biopharma leaders are resilient and persist in spite of barriers.
This study found Black biopharma leaders possess a shared understanding of
performance as the requirement necessary for career advancement and expect to do well in spite
of barriers. Study data showed belief in one’s ability to achieve is instrumental in Black
biopharma leaders’ ability to overcome barriers. The Black biopharma leaders in this study
demonstrated a firm belief in their ability to achieve, similar to the work of Nguyen (2016), who
asserted a person’s belief in their capability to lead others and fulfill whatever roles are necessary
in that capacity is an important element of leadership self-efficacy. Study participants described
barriers related to a lack of sponsorship, limited organizational support, bias, marginalization,
and belonging. Black biopharma leaders who participated in this study described several
strategies utilized to overcome barriers related to career advancement, which included
networking, elevated risk taking, and support from minority senior leaders. This finding is
consistent with the work of other scholarly researchers who showed in spite of seemingly
insurmountable barriers, Black professionals persist in the journey to become leaders (JeanMarie, 2009; McKinsey, 2021; Sims et al., 2021).
Theme 2: Black biopharma leaders do not believe the industry will close the gap in
representation in the next five years and lack confidence in their organizations current
strategy to address workforce diversity.

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The biopharma industry is unlikely to close the gap in representation of Black leaders
within the next five years according to 85% of the participants in this study. The majority (85%)
of Black biopharma leaders in this study lacked confidence in their organization’s current
strategy to address workforce diversity. This finding is similar to research by McKinsey (2021)
that found only one-third of Black employees believe in the effectiveness of their company’s
diversity programming and less than half believe racial diversity is a top priority for their
company. Factors contributing to participant’s overall lack of confidence included the absence of
strategy, transparency, and accountability. While many organizations implement diversityfocused policies, they seldom translate into changes at the employee level (Ivancevich & Gilbert,
2000). In this study, 10 of 14 study participants shared their organization had no active pathway
or programming focused on the development of Black professionals for leadership opportunities.
Theme 3: Relational supervisors positively influence the career advancement of Black
biopharma leaders.
Nine out of 14 participants in this study identified their supervisors as supportive. This
study found supportive supervisors employed relational behaviors to drive connection with Black
biopharma professionals and positively influenced career advancement. This finding aligns with
research by other scholars that found supportive leaders develop higher quality relationships with
their subordinates (Graen & Uhl-Bien, 1995). Additionally, as noted by Cunliffe & Eriksen
(2011) the crucial nature of relationship building is often overlooked, and the subtleties that exist
within living conversations allows leaders to build understanding and respect for subordinates. In
this study, participants shared examples of supportive supervisors who provided encouragement,
increased exposure, career advancement and assistance in understanding organizational politics.
It is important to note, while study participants may have included the race, gender, or ethnicity

85
of their supervisors, the study interview questionnaire did not specify these characteristics, thus
discussions relative to the race, gender or ethnicity of supervisors occurred organically.
Limitations and Delimitations
According to Creswell (2018), limitations address the methods of a study, specifically
factors that speak to the weaknesses present within a study. Limitations are often outside of the
researcher’s control and typically associated with the research design constraints, or other factors
(Theofanidis & Fountouki, 2019). The purpose of this study was to assess the knowledge,
motivation, and organizational forces influencing the underrepresentation of Black professionals
in leadership positions across the biopharmaceutical industry. There were several limitations in
this study. Data collection needed to occur within a narrow window of time due to the
requirements of the doctoral program, making time a constraint and limitation of this research.
Study participants were working professionals with job-related responsibilities, making
participant availability a limitation of this study. A final limitation of this study resides in the
level of transparency of study participants, as all data was self-reported and may include
participant perceptions and opinions or other factors that limited the truthfulness of study
responses.
According to Theofanidis and Fountouki (2019), delimitations are limitations established
by the researcher to ensure the study’s objectives can be realistically achieved. A fundamental
delimitation of this study was the selection of the stakeholder group of focus, Black biopharma
professionals in leadership positions, including individual contributors. I was purposeful in the
sample size selection of fourteen Black biopharma leaders to narrow the focus of this qualitative
research. The study was also limited to the Clark and Estes’s (2008) gap analysis as the
conceptual framework utilized to examine the underrepresentation of Black professionals in

86
leadership positions in biopharma. Additional delimitations of this study included, limiting the
focus of study to the biopharmaceutical industry and conducting all interviews virtually via
Zoom, which allowed me to read facial expressions but limited my ability to observe participant
body language. This qualitative study did not employ surveys and study interviews were limited
to 45 to 60 minutes.
Implications for Practice
This section will address the third research question focused on the KMO
recommendations for improving the representation of Black leaders within the biopharmaceutical
industry. It is important to note, as evidenced in this study, there are a few biopharma
organizations with intentional, transparent, and measurable strategies to address the
underrepresentation of Black professionals in positions of leadership. However, for the majority
of biopharma organizations, the solutions employed to date have failed to address the gap in
representation as identified in this study. Although the solutions identified in this section are
primarily for biopharma organizational leaders and Black biopharma professionals, these
recommendations may have application in other industries that lack representation of Black
leaders, such as higher education, technology, or finance. Clark and Estes (2008) posit effective
change should begin by addressing motivation influencers first, then organizational barriers,
followed by knowledge and skills needs. Based upon the literature review and qualitative data
derived from this study, there are four recommendations to address the key gaps as they relate to
the knowledge, motivation and organizational influences for improving the underrepresentation
of Black professionals in positions of leadership within biopharma:
1. Biopharma leaders need to Cultivate A Relational Environment (CARE) for Black
professionals. (M)

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2. Biopharma organizations should be intentional, strategic & purposeful in the
development of Black professionals. (O)
3. Biopharma organizations need to evolve beyond the business case for diversity and
towards organizational cultures rooted in inclusion, equity, and accountability. (O)
4. Black professionals should cultivate broad networks of mentors and sponsors. (K)
Recommendation 1: Biopharma leaders need to CARE for Black Professionals
Leaders play an essential role in understanding the support necessary for employees to
deliver their best performance (Clark & Estes, 2008). According to Binns (2008), leaders who
are relational in nature are emotionally authentic and demonstrate a concern for staff as they
acknowledge and enable others to act. For many employees, the ability to be authentic in the
workplace is connected to increased job satisfaction, well-being, and engagement (Menard &
Brunet, 2011). This study showed supervisors who employed relational behaviors drove
connection with Black biopharma professionals and positively influenced career advancement.
This finding adds to the existing literature which shows, supportive supervisors develop higherquality relationships with subordinates (Graen & Uhl-Bien, 1995). Biopharma leaders seeking to
foster inclusive cultures for Black professionals may benefit by teaching supervisors how to
cultivate relational environments within their organizations.
Relational leaders cultivate authentic relationships with staff members to drive
connection, vision, and action (Turner & Vo, 2020). Black professionals in this study described
supervisors who demonstrated a deep commitment to understanding them at both a personal and
professional level. The impact of relationship building employed by these supervisors was
evident in the statement by Angela, who said, “I felt like I would go through a brick wall for
her.” Positive feedback and encouragement can be an accelerant for self-efficacy, fueling the

88
motivation for staff to perform better (Judge, 2009). The quality of the relationships described in
this study is worth noting, as it relates to the amount of effort exerted and the sustainability of the
relationships (Allen et al., 2006).
This is a notable finding of this study as it provides a potential solution to address the
research of Hewlin and Broomes (2019) which found many Black professionals do not feel
comfortable being their authentic selves in the workplace. Research by Kim et al. (2020), found
leaders that behave in a supportive, caring, and considerate manner towards subordinates, can
foster supportive climates that extend across the entire team. As the biopharma industry works to
be an ally for equity, encouraging organizational leaders to CARE may drive greater connection
with Black biopharma professionals and positively influence career advancement.
Recommendation 2: Biopharma organizations must be intentional, strategic and
purposeful in the development of Black professionals
It is difficult to imagine any organization achieving success in the absence of an
intentional and purposeful strategy. Galbraith (2002) describes strategy as the company’s
formula for winning, as it determines the specific activities most necessary for goal achievement.
The majority of organizations in this study did not provide programming resources devoted to
the development or promotion of Black professionals for organizational leadership. Study
participants described frustration with leadership programs that lacked strategic intent and did
not address the unique needs of Black professionals. Brewer (1991) found underrepresented
groups experience a chronic sense of uniqueness, which Pickett et al. (2002) posit leads to
unsatisfied feelings of belonging. Research by Roberts et al. (2019) showed when the unique
needs of Black professionals are not addressed, instead of experiencing deep commitments to
leadership development, they are prone to pursue external opportunities to grow and develop. As

89
evidenced in this study, the inclusion of leadership programing committed to addressing the
unique needs of Black professionals should be an important addition to any purposeful strategy.
Recent research by McKinsey (2023) suggests companies be transparent with diversity,
equity and inclusion goals and metrics, as this action communicates support with traditionally
marginalized employees. As noted by study participants, the majority of biopharma companies in
this study lacked measurable outcomes and the combined absence of accountability negatively
impacted participants confidence in their organization’s current approaches to address workforce
diversity. While 70% of companies say diversity, equity and inclusion is a critical priority, less
than a quarter of companies include diversity metrics as part of formal evaluations like
performance reviews and less than one in five companies offer financial incentives for leaders
who meet diversity targets (LeanIn, 2020; McKinsey, 2021). This collective data suggests
biopharma companies that employ purposeful programming focused on addressing the unique
needs of Black professionals, along with transparent measurable outcomes, may positively
influence the development and retention of aspiring Black leaders.
Recommendation 3: Biopharma organizations must evolve beyond the business case for
diversity and towards organizational cultures rooted in inclusion, equity, and
accountability
The way in which organizations choose to justify their commitment to diversity matters
to underrepresented group members’ sense of belonging (Georgeac & Rattan, 2022). For 80% of
Fortune 500 companies, including biopharma, the justification for investing in diversity has long
centered around the benefits realized by the organization, such as better financial results or
access to additional customer markets (Georgeac & Rattan, 2022). Without diminishing the
importance of delivering shareholder value, what is missing from this depersonalized approach is

90
the intentional focus on the marginalized groups tasked with delivering organizational results.
The instrumental nature of this strategy is focused solely on the needs of the organization and
reinforces a psychology of exceptionalism, where marginalized groups are driven to prove they
are worth hiring, retaining, or advancing (Roberts, 2020).
The Black biopharma leaders participating in this study described the need to work twice
as hard as their white counterparts as they delivered exceptional performance in role. McKinsey
& Company (2020), posit Black professionals are driven by the need to constantly prove
themselves to combat assumptions and workplace bias relative to their skills and abilities,
regardless of their expertise or education. The constant need to prove oneself combined with the
depersonalized nature of the business case for diversity adds to the weight of the emotional tax
already incurred by Black professionals. Furthermore, studies by Georgeac and Rattan (2022)
found the depersonalized nature of the business case for diversity undermines African Americans
sense of belonging, effectively working against the organization’s diversity efforts.
Biopharma organizations aspiring to build inclusive cultures where Black professionals
feel a sense of inclusion and belonging may want to refrain from focusing solely on the business
case for diversity. Instead, consider making the commitment to diversity a core value of the
organization (Georgeac & Rattan, 2022), similar to other prioritized values such as innovation,
compliance, or honesty. Research by Starck et al. (2021) suggests organizations cultivate
cultures that value diversity for a more balanced mix of reasons and consider how minority
groups may be affected by instrumental diversity rationales. This study suggests Biopharma
organizations seeking to establish a sense of belonging and fairness for Black professionals
should evolve beyond the business case for diversity and towards cultures rooted in inclusion,
equity, and accountability.

91
Recommendation 4: Black professionals should cultivate broad networks of cross-race
mentors and sponsors to improve access to social capital.
The goal of sponsorship is to help accelerate the career advancement of aspiring leaders
by increasing exposure and visibility (Baranik et al., 2010; Gubbins & Garavan, 2016).
Unfortunately, as detailed in the literature, Black professionals are under sponsored and receive
less opportunities for mentorship as compared to Whites (Hewlett et al., 2013; KammeyerMueller & Judge, 2008). This study showed Black biopharma leaders benefited from the support
of same-race mentors and sponsors and is aligned with previous research by Thomas (1991),
which found Black professionals employed by predominately White institutions tend to have
more same-race sponsors. In contrast to this finding, Randel et al. (2020), posit expanding
networks beyond same-race mentors and sponsors, increases access to social capital and may
improve opportunities for career advancement.
Literature shows Black professionals derive a host of benefits from same-race mentors
and sponsors, such as how to overcome workplace microaggressions, general career guidance
and psychosocial support (Holder et al., 2015; Humberd & Rouse, 2016). However, Eby et al.
(2013) showed mentorships that provide psychosocial support do not necessarily lead to career
outcomes, in contrast, Allen et al. (2004) showed cross-race mentorships lead to objective
measures of success such as promotion and additional compensation. In fact, cross-race
mentorships can accelerate career advancement opportunities for Black professionals (Peterson
et al., 2000). Cross-race relationships provide Black professionals with access to key informal
and formal networks and allow access to opportunities outside of the traditional talent pipeline,
including positions that may not officially exist or may be forthcoming (Hewlett et al., 2010;
Paddison, 2013). While many of the participants in this study benefited from the support of

92
same-race mentors and sponsors, Black biopharma professionals with aspirations to lead, should
align with the findings of Blake-Beard et al. (2019), which showed diverse professionals benefit
significantly when they have a cadre of supportive relationships.
Future Research
This study focused on the knowledge, motivation, and organizational factors influencing
the underrepresentation of Black professionals in leadership positions within the biopharma
industry and has contributed to the body of knowledge with respect to leadership, and workplace
equity. While this qualitative study captured the voices of Black biopharma professionals, future
qualitative research should seek to include the voices and experiences of additional stakeholders
to ensure a more comprehensive approach to addressing this problem of practice. Research by
McKinsey (2021) found White employees are less likely to advocate for new opportunities for
Black women. However, several Black biopharma leaders in this study described White
supervisors, male and female, who were allies and provided support in advancing their careers.
Future mixed methods research focused on understanding why some white leaders choose to
show up as allies for Black professionals would be a meaningful contribution to the field of
workplace equity.
Another area for future research may include exploring the journey to leadership for
Black professionals post COVID-19. Many biopharma companies have embraced operating
models which allow employees to work remotely or in hybrid positions. A mixed methods study
to explore how remote work has facilitated of hindered the advancement of Black professionals
into positions of leadership would prove valuable. Recent research by McKinsey (2023) found
women experience less microaggressions and higher levels of psychological safety when
working remote or hybrid. As many biopharma companies begin to implement formal return to

93
work policies, understanding if Black employees experience greater psychological safety or feel
more supported remotely may prove beneficial. Lastly, while this qualitative study focused on
the underrepresentation of Black leaders within the biopharma industry, future research should
explore other industries beyond biopharma, which lack Black representation at the leadership
level, such as technology, finance, and higher education. The results of a mixed methods
approach could yield meaningful insights relative to similarities or unique differences across
various industries.
Conclusion
PhRMA’s strategic goal is to reduce systemic barriers and make the industry an ally for
equity (PhRMA, 2022). While many biopharma companies talk about the importance of
diversity, few have taken measurable action to address disparities (BIO, 2022; McKinsey, 2023).
As evidenced by this collective data, biopharma’s current approach to address racial equity, as it
relates to the representation of Black leaders, is woefully short of this aspiration. For Black
professionals who aspire to lead, the ability to be seen, heard, and valued remains a significant
challenge within this industry. This study focused on understanding the barriers influencing the
underrepresentation of Black leaders in biopharma.
I have done my best to appropriately capture the voices and lived experiences of the leaders
who participated in this study. According to Clark and Estes (2008) the importance of an issue is
reflected in the amount of research invested in advancing our knowledge about it. As evidenced
in the literature review, research focused on Black leaders is scant (Sims et al., 2021)., which
makes this study a meaningful contribution to the limited literature focused on the
underrepresentation of Black leaders within Corporate America. My hope is that this study will
inspire other researchers to continue this meaningful work, in spite of resistance and political

94
opposition (Vought, 2020). This problem of practice is one that will require the combined efforts
of all of us, as the need for greater allyship remains high (McKinsey, 2023).
I began this paper with the assertion that Black leaders are the unicorns of the biopharma
industry. This assertion was driven by the limited numbers of Black biopharma professionals in
leadership positions. Through this work, I have come to realize, much like the mythical unicorn,
Black biopharma leaders are remarkable, as noted by study participant Arthur:
So, what ends up happening for us [Black Americans] and you see it, everybody that you see
get there [positions of leadership]. They almost feel remarkable in some ways and it’s
because of what they’ve had to overcome to be there. You don’t see okay or average Black
Americans in leadership roles in this industry we’re talking about, and you don’t encounter
them and not leave impressed … you don’t.
It’s time to stop perceiving Black leaders as unicorns within the biopharma industry, because
unicorns are mythical creatures that do not exist, but Black leaders do, and we are longing to be
seen, valued and heard.

95
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APPENDIX A: Recruitment Letter
Dear [Participant Name],
You are invited to participate in a study for my dissertation. I am conducting research on
the underrepresentation of Black professionals in positions of leadership within the
biopharmaceutical industry. I am inviting you to participate in this interview because you meet
the following criteria: identify as Black, are currently employed by a biopharmaceutical
organization, and occupy a position of leadership.
Participation is strictly voluntary, and you may refuse to participate at any time. There is
no compensation for participating nor is there any known risk. Additionally, there is no cost to
you for participating in this study. To ensure all information will remain confidential, your name
will be replaced with a pseudonym. I will notify you of your pseudonym at the beginning of the
interview process. In this process, I am approaching our interview as a researcher, and consider
you a co-creator of the data alongside me. I am here to learn from you and will not judge any
experiences you share with me. I may use quotes from your interview to help amplify your
experience, but they will not be attributed to your name or identity in any way.
My expectation is the interview will take approximately 60-90 minutes to complete. I will
conduct all interviews via Zoom video conferencing technology. I will use a third-party
transcription service, Otter.ai, to transcribe the recordings from our interviews. If you prefer I do
not use Otter.ai, I will manually transcribe the interviews. The information you share with me
during the interview will provide useful information regarding the underrepresentation of Black
professionals in positions of leadership within the biopharmaceutical industry. If you would like
a summary copy of this study, please let me know at any point during the interview process and I

130
will ensure you receive a copy at the completion of my study. The data obtained from our
interviews will be destroyed after the study is complete. A Study Information Sheet with more
detailed information is attached to this email.
If you are ready to move forward as a participant in this study, please reply to me at
lehilton@usc.edu and confirm the interview day/time that works best for you. If at any point you are
unsatisfied with how I am conducting this study, I encourage you to please contact Dr. Esther Kim,
University of Southern California Professor and Dissertation Committee Chair, at ekim@usc.edu.
Sincerely,
Lloyd Hilton, USC Doctoral Candidate

131
APPENDIX B: Interview Protocol
Research Questions:
RQ1. What are the knowledge, motivation, and organizational influences preventing
Black professionals’ ascent to leadership positions within the biopharmaceutical
industry?
RQ2. How has the interaction between supervisors and Black professionals positively or
negatively influenced the knowledge and motivation of Black professionals in the
biopharmaceutical industry seeking career advancement?
RQ3. What are the knowledge, motivation, and organizational recommendations for
improving the representation of Black leaders within the biopharmaceutical industry?
Respondent Type: Black biopharmaceutical professionals
Introduction to the Interview:
My name is Lloyd Hilton, and I am a doctoral student at the University of Southern
California. Thank you for volunteering to take part in this interview. This study is examining the
underrepresentation of Black professionals in positions of leadership in the biopharmaceutical
industry. All information provided in this interview will remain confidential. I will use
pseudonyms to replace all references to the organization, people, or any other personally or
organizationally identifiable information produced in the dissertation. Participation in this study
is voluntary, there is no penalty for refusing to take part or terminating the interview at any time.
Do you have any questions concerning the purpose of this study, the protection, and
anonymity of information, and your voluntary right to participate or terminate participation at

132
any time? With your permission, I will be recording and transcribing this interview for analysis.
A copy of which will be provided to you. This interview should take approximately 60-90
minutes. Do you have any questions before we begin? Let me begin recording now.
Interview Questions Potential Probes
RQ
Addressed
Key Concept
Potential Probes Potential Probes Addressed
RQ
Addressed
Key Concept
Addressed
RQ
Addressed Potential Probes
RQ
Addressed
Key Concept
Addressed
Key Concept
Addressed Potential Probes
RQ
Addressed
Key Concept
Addressed
1. Tell me a little bit about your role in
your organization. RQ1 Knowledge
2. How many employees are you
responsible for directing? RQ1 Knowledge
3. What is your understanding of
workforce diversity in the biopharma
industry?
Why is workforce
diversity important in
biopharma?
RQ1 Knowledge
4. As a biopharma leader, in what
ways do you ensure workforce
diversity within your team?
RQ1 Knowledge
5. Share with me how Black
professionals are developed for
leadership opportunities in your
organization?
What has been the
impact of these efforts
or programs?
RQ1 Motivation
6. What challenges, if any, have you
experienced in your journey to attain a
leadership position in this industry?
Is there a particular
story that comes to
mind as you reflect on
your leadership
journey?
RQ2 Knowledge
7. What behaviors and strategies have
been most effective for you in
navigating those challenges?
RQ1 Motivation
8. What support, if any, has you
supervisor provided in your career
advancement?
RQ1
Motivation /
Help Seeking
9. What support, if any, have mentors
provided in your career advancement?
RQ2 Motivation /
Help Seeking
10. What role, if any, has sponsorship
played in influencing your career
advancement?
1. If no
sponsor, inquire as to
why?
2. If there is a sponsor,
ask how they acquired
sponsorship?
RQ1 Motivation /
Help Seeking
11. What is your level of confidence in
your organization’s current strategy to
address workforce diversity?
Specifically, what
have you seen or
experienced that
support this level of
RQ3 Motivation

133
confidence?
12. What has been the impact of
workforce diversity efforts on the
culture of your organization?
FU: have you seen an
increase in Black
professionals? Does
your org. track,
monitor diversity of
talent?
RQ3 Organizational
13. Why do you think it is important to
advance Black professionals into
leadership positions in your
organization?
RQ3 Organizational
14. What do you believe are the
barriers, if any, to advancing black
professionals into positions of
leadership in biopharma?
RQ3 Organizational
15. How supportive do you feel your
organization is in advancing Black
professionals into senior and executive
leadership positions?
RQ2 Organizational /
Help Seeking
16. How likely do you believe your
organization is to close the
representation gap in leadership in the
next 5 years?
RQ3 Expectancy
Value
Conclusion to the Interview:
Thank you for participating in this research study. As mentioned at the start of the
interview, I will provide a copy of this interview transcript to ensure I’ve captured the essence of
your responses. If needed, in the event I have any additional questions would you mind if I
follow up? Thank you again for your time today.

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Asset Metadata

Creator Hilton, Lloyd Edward (author)

Core Title Black leaders: the unicorns of the biopharmaceutical industry

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 11/28/2023

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

Tag advancement,biopharmaceutical,Black,equity,inclusion,Knowledge,leaders,Motivation,OAI-PMH Harvest,organizations,professionals,underrepresentation

Format theses (aat)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Kim, Esther Chihye (committee chair), Hinga, Briana (committee member), Pritchard, Marc (committee member)

Creator Email lehilton@hotmail.com,lehilton@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC113810134

Unique identifier UC113810134

Identifier etd-HiltonLloy-12618.pdf (filename)

Legacy Identifier etd-HiltonLloy-12618

Document Type Dissertation

Format theses (aat)

Rights Hilton, Lloyd Edward

Internet Media Type application/pdf

Type texts

Source 20240125-usctheses-batch-1122 (batch), University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

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Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA

Repository Email cisadmin@lib.usc.edu