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Exploring the barriers that contribute to the underrepresentation of Black women in C-suite roles in corporate America

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Exploring the barriers that contribute to the underrepresentation of Black women in C-suite roles in corporate America

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Content Exploring the Barriers that Contribute to the Underrepresentation of Black Women in
C-suite Roles in Corporate America
Paula Williams Swift
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
August 2024

© Copyright by Paula Willams Swift 2024
All Rights Reserved

The Committee for Paula Williams Swift certifies the approval of this Dissertation
Kimberly Hirabayashi
Angela Hasan
Eric Canny, Committee Chair
Rossier School of Education
University of Southern California
2024

iv
Abstract
This study explored the barriers Black women face in their pursuit of C-level roles in corporate
America. Black feminist thought, developed by American academic, Patricia Collins, is the
theoretical framework I will draw on to examine the intersectionality of oppression for Black
women, specifically in employment, that contributes to this praxis, (Collins, 2000). Black
feminist thought seeks to encourage African American women to fully embrace their power
within the contexts of converging injustices, including negative stereotypes, absence of
mentorship, and exclusion from high-visibility projects that can place them on the executive
leadership trajectory, (Collins, 2000). From the Black feminist thought theoretical framework,
some emerging key concepts are the “outsider-within” location many Black women find
themselves in while navigating the corporate America landscape, as well as the intersectionality
that informs the status of Black women in a male-dominated environment, and finally, the
“Controlling Images,” perpetuated by the negative stereotypical imagery stemming from
systemic racism in the United States (Collins, 1986).

v
Dedication
To Taylor and Joshua, I dedicate this body of work to you. You are my why, and the motivation
for all that I do. Philippians 4:13

vi
Acknowledgements
First and foremost, to my heavenly Father, I am filled with an overwhelming sense of
gratitude for bestowing upon me the incredible opportunity to fulfill my lifelong aspiration of
becoming a doctor. Your love and unwavering guidance have been the cornerstone of my
journey, and I am forever indebted to Your divine grace.
I would like to extend my heartfelt appreciation to my esteemed dissertation committee,
Dr. Kimberly Hirabayashi and Dr. Angela Hasan. Dr. Canny, my chair, your invaluable time,
expertise, and mentorship have been instrumental in shaping my research and guiding me
towards success.
To the brilliant Cohort 23 colleagues, I am honored to have shared this remarkable
journey with you. Your constant encouragement, camaraderie, and collaborative spirit have been
a source of strength and inspiration throughout this challenging yet rewarding process.
I am deeply humbled by the generosity and openness of the participants in this study.
Your willingness to share your intimate thoughts, feelings, and experiences has been the very
essence of this research. Your stories have not only enriched my understanding but also served as
a powerful catalyst for change. Together, we have taken a significant step towards breaking
barriers and paving the way for future generations of young Black women who will undoubtedly
follow in our footsteps. Your voices have been heard, and your contributions will forever be
etched in the annals of history.
To my beloved family, words cannot express the depth of my gratitude for your
unwavering love and support. My devoted husband, Roderick, you have been my rock
throughout this journey. Your endless supply of espresso and comforting back rubs during my
long writing sessions have been a testament to your love and dedication. You have been my

vii
biggest cheerleader, always reminding me of my strength and capabilities, even in moments of
self-doubt. To my extraordinary mother, your sacrifices and unconditional love have been the
foundation upon which I have built my success. I am forever grateful for the values you have
instilled in me and the unwavering belief you have always had in my potential. To my cherished
sisters, Monica, Carla, Barbra, and Larenda, your love, support, and encouragement have been an
immeasurable blessing.
Finally, to my darling daughter Taylor, you are the epitome of pure love and joy. Your
existence has been the driving force behind my relentless pursuit of greatness. Your smile,
laughter, and indomitable spirit have been the beacons of hope that have guided me through the
darkest of times. You are my inspiration, my purpose, and my greatest achievement. Know that
you are loved beyond measure and that I will always strive to be the best version of myself, just
for you.

viii
Table of Contents
Abstract.......................................................................................................................................... iv
Dedication........................................................................................................................................v
Acknowledgements........................................................................................................................ vi
List of Tables....................................................................................................................................x
List of Figures................................................................................................................................ xi
Chapter One: Introduction to the Problem of Practice.....................................................................1
Background of the Problem .................................................................................................1
Field Context and Mission...................................................................................................2
Purpose of the Study and Research Questions.....................................................................2
Importance of the Study.......................................................................................................3
Overview of Theoretical Framework and Methodology .....................................................4
Definitions............................................................................................................................4
Organization of the Dissertation ..........................................................................................6
Chapter Two: Review of the Literature............................................................................................7
Contributions of Black Women to the U.S. Workforce........................................................7
Systemic Barriers to Black Women Attaining C-level Roles ............................................15
The Progression of Black Women in Corporate America..................................................24
Organizational Barriers to Black Women Attaining C-level Roles ...................................28
Conceptual Framework......................................................................................................31
Chapter Three: Methodology.........................................................................................................37
Research Questions............................................................................................................37
Overview of Methodology.................................................................................................37
The Researcher...................................................................................................................38
Data Source: Interviews.....................................................................................................40

ix
Participants.........................................................................................................................40
Instrumentation ..................................................................................................................41
Data Collection Procedures................................................................................................41
Data Analysis.....................................................................................................................42
Credibility and Reliability..................................................................................................45
Ethics..................................................................................................................................45
Chapter Four: Presentation of Data................................................................................................46
Participant Profiles.............................................................................................................47
Findings..............................................................................................................................49
Summary of Findings.........................................................................................................73
Chapter Five: Discussion and Recommendations..........................................................................77
Discussion of Findings: Corporate Culture and Inclusivity...............................................78
Recommendations for Practice ..........................................................................................84
Limitations and Delimitations............................................................................................89
Recommendations for Future Research.............................................................................89
Conclusion .........................................................................................................................91
References......................................................................................................................................93
Appendix A: Interview Questions................................................................................................112

x
List of Tables
Table 1: Themes and Subthemes 50
Table 2: Implementation Timeline 87

xi
List of Figures
Figure 1: Underrepresentation of Black Women in Senior Leadership 13
Figure 2: Conceptual Framework Model 35
Figure 3: Frequency of Themes in Interviews 44

1
Chapter One: Introduction to the Problem of Practice
In contrast to the present figure of around 1.2% of Black women who hold executivelevel roles, Giacomazzo (2022) argued that if America's largest publicly held companies were
truly representative of the national demographic, they would feature over 65 Black CEOs. This
number would account for 13.5% of the current executive leadership of Fortune 500 companies.
Despite Fortune Magazine’s boasting a record number of Black CEOs on its annual list in 2022,
the reality is that the number sits at six (Giacomazzo, 2022), up from five in 2021, and four
Black CEOs reported in 2015 (Beckwith et al., 2016). To further punctuate this point, of the
reported six Black CEOs, only two of them were women.
Background of the Problem
Although Black women have overtaken White women, Latinas, Asian/Pacific Islanders,
and Native Americans in receiving postsecondary degrees (Katz, 2020), they remain
underrepresented in executive and leadership roles in corporate America and have consistently
encountered barriers not experienced by their non-Black counterparts. My research aimed to
highlight the inequalities faced by Black women in the corporate sector of America, focusing
specifically on those who pursued ways to circumvent and overcome these obstacles. While there
have been studies to address the absence of Black women in Fortune 500 companies, the
literature was negligible as it relates to the lived experiences and perspectives of Black women
who endeavored to attain these coveted C-suite positions (A. N. Smith et al., 2019). The
underrepresentation of Black women went beyond just within organizations; it was also evident
in the lack of research conducted on the workplace experiences of Black women (A. N. Smith et
al., 2019).

2
Field Context and Mission
My study focused on Black women who held senior management positions and sought to
attain C-level or executive roles in American Fortune 500 companies. The Fortune 500 is
comprised of the largest 500 companies in the United States ranked by total revenue. These
organizations could be for-profit, publicly traded, or privately held, and be a U.S.-based entity
with financial statements filed with a U.S. government agency (Semczuk, 2023). I conducted
individual interviews with 10 experienced, senior management level Black women who reported
experiencing barriers to achieving C-level roles in corporate America. This research
methodology aligned with the study's objectives, as it facilitated a comprehensive examination of
data derived from individual interviews, which were deeply rooted in the firsthand experiences
of the research participants (Denzin et al., 2024).
Purpose of the Study and Research Questions
The purpose of this qualitative research study was to explore the barriers that result in the
absence of Black women at the C-level in corporate America. I sought to understand the
experiences of Black women in their pursuit of the highest levels of corporate leadership.
1. How do the lived experiences of Black women aspiring to C-level roles in Fortune
500 companies shape their self-perception and internal sense of identity as they
navigate and operate within the corporate sphere?
2. How do the supportive or adversarial dynamics within corporate environments impact
the resilience and self-efficacy of Black women striving to overcome barriers and
achieve C-level roles in corporate America?

3
Importance of the Study
According to the Bureau of Labor Statistics, in 2022, of the 1,780 persons reported to
have served as Chief Executives, only 105 were reported to be Black, which represented just
5.9% (U.S. Bureau of Labor Statistics, 2022). Furthermore, despite constituting 7.4% of the U.S.
population, only 4.4% of Black women held management positions, and merely 1.4% occupied
C-suite roles (McKinsey & Company, 2022).
This study explored three key obstacles that played a significant role in the pervasive
underrepresentation of Black women in C-suite positions within corporate America. The primary
hurdle faced by Black women was the paucity of access to executive mentorship or sponsorship
(Cobb-Roberts & Esnard, 2020). Black feminist thought provided a lens through which to
analyze the isolation experienced by Black women as they navigated the corporate landscape, as
well as the crucial importance of mentorship in their professional journey, considering the lack of
social connections and political clout that their White counterparts enjoyed (Cobb-Roberts &
Esnard, 2020).
This study was important because it brought voice to an unmistakable need for
organizational transparency regarding access and barriers affecting Black women in their desire
to obtain executive leadership roles in Fortune 500 companies and the impact of these barriers on
their identity and self-perception. This was a phenomenon worthy of intense scrutiny, and the
results of this research can contribute to providing pathways to executive leadership for Black
women by raising awareness of the pervasive underrepresentation (Field et al., 2023).
Furthermore, there was a scarcity of research and literature specifically exploring the lived
experiences of Black women pursuing leadership roles and the intersection of race and gender
within predominantly White organizations (Davis, 2016).

4
Overview of Theoretical Framework and Methodology
Black feminist thought provided a theoretical lens through which to examine the roots of
the absence of Black women in C-level roles in corporate America. Developed by American
academic, Patricia Collins, Black feminist thought or Black feminist theory set out to explore the
words and ideas of Black feminist intellectuals and writers. Black women routinely confront a
myriad of intersecting oppressions that impact the ability to navigate social and political
structures (Collins, 2000). Black feminist thought recognizes the relationship between experience
and consciousness, which can guide examination of the ostensive barriers presented to Black
women that prevent the elevation to C-level positions.
This qualitative research study was conducted via individual interviews. Qualitative
research encompasses a multifaceted approach, employing various methods, and adopts an
interpretive, naturalistic perspective towards its subject (Aspers & Corte, 2019). This research
approach aligned with the purpose of my study as it allowed for careful consideration and
analysis of data provided through individual interviews based on the personal experiences of
study participants (Denzin et al., 2024). Further, it brought to focus the lived experiences of the
research participants who spoke of their attempts to navigate the labyrinth of injustice by way of
microaggressions and ‘othering’. It also provided a framework from which to examine the
inequity in access to networking opportunities and high-visibility assignments to circumvent the
barriers presented to Black women in their pursuit of C-level positions (Creswell & Creswell,
2014).
Definitions
This section defines and contextualizes some of the key words pertinent to this study.

5
• Black, for the purpose of this study, represents one who self-identifies as having a
heritage within the African diaspora (Johnson, 2022).
• C-level refers to high-ranking executives in charge or cochairman over various
departments within their company and can include CEOs, CFOs, CIOs, etc. The term “Clevel” comes from the word “chief” starting the job title (Pratt, 2021).
• Cement ceiling refers to the invisible barrier to career advancement for Black women,
(Khosroshahi, 2021).
• Corporate America is a broad designation that represents a sizable collection of major
U.S. corporations, notably the Fortune 1000 Industrial and the Fortune 500 Service
Companies, among others. In certain cases, it may also encompass companies with over
500 employees and a decade or more of business history.
• Fortune 500 is comprised of the largest 500 companies in the United States ranked by
total revenue. These organizations may be for-profit, publicly traded, or privately held,
and be a U.S.-based entity with financial statements filed with a U.S. government agency
(Semczuk, 2023).
• Intersectionality refers to the interconnected nature of social categorizations such as race,
class, and gender as they apply to a given individual or group, regarded as creating
overlapping and interdependent systems of discrimination or disadvantage (Collins,
2000).
• Microaggression is a statement, action, or incident regarded as an instance of indirect,
subtle, or unintentional discrimination against members of a marginalized group such as a
racial or ethnic minority, (Fennfield, 2022).

6
• Standard & Poor’s (S&P) 500 is an index composed of 500 large-cap stocks that
represent the leading industries of the U.S. economy. The S&P Index Committee chooses
which 500 companies should be placed in the index by analyzing the liquidity, industry,
and market capitalization of publicly traded companies (Scott & Schmitt, 2023).
Organization of the Dissertation
This dissertation is divided into five chapters, each with a specific purpose. Chapter One
of this study includes the introduction to the problem of practice, context, and background
surrounding the pervasive barriers to Black women in their pursuit of C-level. Also included are
the purpose of the project, the research questions, the importance of conducting this study, an
overview of the methodology, and definitions of the key words and phrases. Chapter Two
includes a comprehensive review of the literature, including both the modern and historical
contexts pertinent to Black women working in corporate America settings and the Black feminist
thought theoretical framework. Chapter Three outlines the qualitative research, sampling criteria,
and the interview protocols. Chapter Four presents and synthesizes the findings of the research,
and Chapter Five discusses the findings and recommendations based on the outcomes of this
study.

7
Chapter Two: Review of the Literature
The literature review presented here offers an analytical research overview encompassing
journal submissions, papers, books, dissertations, and articles that delve into systemic racism and
its repercussions on Black women in the corporate landscape of America. It examines topics such
as the intersectionality of race and gender inequality, racial diversity in workplaces, documented
leadership experiences, and the barriers encountered by Black women in their pursuit of C-level
or executive positions within Fortune 500 companies from the perspective of Black feminist
thought theoretical framework. Numerous studies have corroborated the existence of pervasive
and entrenched impediments that hinder the ascension of Black women to C-level positions
within organizations (Melaku, 2022).These barriers include the absence of access to executive
mentorship, exclusion from networking opportunities, as well as failure to be assigned to highvisibility projects. Additionally, I will highlight the strengths and unique perspectives Black
professional women can offer. C-Level refers to high-ranking executives in charge or
chairpersons over various departments within their company and can include CEOs, CFOs,
CIOs, etc. The term “C-level” comes from the word “chief” starting the job title (Pratt, 2021).
Contributions of Black Women to the U.S. Workforce
Black women have made significant contributions to the American workforce and were
instrumental in the foundational development of the United States. From the moment Black
women arrived on the shores of this country, they have served as cooks, caretakers, seamstresses,
wetnurses, field hands, and the list continues (Lloyd et al., 2023). From the time of slavery
onwards, the prevailing perception of Black women has centered on their roles as laborers, a
perspective that has played a part in undervaluing them and relegating them to roles as mothers
or caregivers (Banks, 2019). The distinct labor market journey and occupational positions of

8
Black women are indicative of these entrenched beliefs and patterns (Banks, 2019). In the years
since slavery, Black women have continued to achieve significant milestones in the workforce,
even capturing the 2
nd highest position in the land, when Kamala Harris was elected Vice
President of the United States.
Black women continue to represent a vital and expanding pool of talent for corporate
America, and they have been reasonably well-represented in mid-level management and below.
However, as Black women seek to make strides in their corporate careers, they face significant
hurdles that impede their entry into executive positions and hinder their overall professional
growth (Holder et al., 2015). Some of these challenges include mitigating stereotypes, lack of
allies, navigating microaggressions, consistently having their contributions devalued, and having
their judgment and competence questioned (Wilson, 2022). Data gathered from the U.S. Census
of the Population in 1960 and 1990 indicate disparities in upward mobility between White and
Black female clerical workers.
A study analyzing the occupational trajectories of young women in 1972 and 1980
revealed that 71% of young Black women who were clerical workers in 1972 remained in that
occupation in 1980 (Conrad, 2001). In contrast, 58% of White clerical workers from 1972
remained in similar positions. Interestingly, both Black and White women transitioned from
clerical work to roles as professional and technical workers or as managers and administrators.
However, Black women entering professional and technical roles were more likely to be
concentrated in lower-paying, female-dominated positions (Conrad, 2001). Subsequently, Black
women consistently face exclusion from promotional opportunities and are confined to marginal
salaries, even when their experience is comparable to that of their White counterparts (Frye,
2023).

9
The Contributions of Black Women in Historical Context
Black women have made monumental contributions to the United States workplace. They
have established prosperous businesses, revolutionized industries, transformed television and
media, and generated employment, frequently without the appropriate recognition (Ward, 2017).
Black women represent the second-fastest-growing demographic among entrepreneurs (Ward,
2017). In contrast to other female populations in the United States, Black women historically
demonstrated the highest rates of engagement in the labor market, irrespective of factors such as
age, marital status, or the presence of children in their households (Banks, 2019). In 1880, for
instance, 35.4% of married Black women and 73.3% of single Black women were active in the
workforce, a notable contrast to the participation of 7.3% of married White women and 23.8% of
single White women (Banks, 2019). Black women have consistently maintained these elevated
participation rates throughout their lives, even after marriage, while their White counterparts
often withdrew from the labor force following marriage (Banks, 2019).
From 1870 until at least 1980, Black women held a higher likelihood of participating in
the labor force than White women, often in agriculture or manufacturing jobs (Boustan &
Collins, 2013). The unexplained disparity following emancipation may be attributed to the racial
distinctions in the stigma associated with women working, rooted in cultural norms originating
from the era of slavery (Boustan & Collins, 2013). Until the 1970s, the systemic exclusion of
Black women by employers from more lucrative and prestigious positions with opportunities for
advancement left them with few alternatives but to engage in private domestic service roles
within White households. In 2019 roughly 28% of Black women are employed in service-related
occupations, whereas 20% of White women occupy similar roles (Banks, 2019). Although the
resilience and diligence of Black women have been instrumental in the prosperity of their

10
community, their labor often goes uncelebrated, and they are frequently not provided with
essential living wages and benefits (Lloyd et al., 2023). The vast poverty and limited education
prevalent in the Black community post-Civil War likely influenced the participation of Black
women in the labor force, compared to White women (Boustan & Collins, 2013). Black men
were often unable to earn sufficient income to be the sole financial support of their burgeoning
families. Many of the jobs they held were concentrated in some of the least remunerative and
underappreciated sectors of the workforce (Lloyd et al., 2023).
Despite the fact that Black women bear the primary responsibility for child custody and
care, the employment rates of Black men are lower than those of their female counterparts
(Holzer, 2021). Moreover, Black men face greater challenges in terms of intergenerational
mobility compared to other racial and gender groups in the United States (Holzer, 2021). They
experience less upward mobility and more downward mobility over time relative to their parents,
a trend that can be attributed to their comparatively poor employment prospects and earnings
outcomes when compared to other demographic groups (Holzer, 2021) .
Further, Black women bore an unequal burden of frontline roles during the COVID-19
pandemic, exposing them to a heightened risk of contracting the virus. Research indicates that
47% of Black women persisted in working during the pandemic, despite their engagement in
high-risk, low-paying occupations (M. Smith, 2022). These risks did not necessarily benefit their
families, as they often struggled to maintain adequate childcare or additional support systems.
A decade after the Civil Rights Movement and 2 centuries following the American
Revolution, Black women continued to endure significant hardships in a society that was both
sexist and racist. The ratification of the Equal Rights Amendment (ERA) had become a primary
concern for Black women as they remained at the lower end of the socio-economic hierarchy. In

11
the 19th and 20th centuries, Black women actively contributed to the fight for universal suffrage
(Bailey, 2022). They participated in political gatherings and attended conventions to strategize
ways to secure the right to vote (Bailey, 2022). Black women played crucial roles in their local
communities as a primary source for mobilizing people and movement capital. Without Black
women in these roles, the effectiveness of the movement would have been significantly hindered
(Joseph, 2004). The contributions of Black women to the Civil Rights and Suffrage Movements
undoubtedly played a tremendous part in their success (Joseph, 2004).
It is imperative to acknowledge and address the fundamental right of Black women to
earn wages comparable to their White female peers. In May 1975, Black women earned a weekly
income equivalent to 75% of what Black men earned and 58% of what White men earned
(Sedwick & Williams, 1976). Moreover, during that period, over 27% of all households led by
women were headed by Black women. Among these households, 54% were below the poverty
level, and 70% had one or more children to support (Sedwick & Williams, 1976).
In comparison, Black women in the United States in 2022 are still earning less on the
dollar than White, non-Hispanic men, receiving just 64 cents for every dollar (National
Partnership for Women and Families, 2022). Closing the wage gap remains crucial for providing
essential income to Black women. In the United States, nearly four million family households are
led by Black women, and nearly 30% of these households fall below the poverty line,
underscoring the urgency of addressing the wage gap (National Partnership for Women and
Families, 2022). The income disparity not only hampers Black women's ability to support
themselves and their families but also limits their capacity to save, invest in the future, and
contribute to the economy (National Partnership for Women and Families, 2022). Tackling this
issue goes beyond the realms of social justice; it is also one of economic necessity, as closing the

12
wage gap would provide Black women with the financial stability they need to thrive and
contribute to the overall well-being of their communities and the nation as a whole.
The Absence of Black Women in Corporate Leadership
Research proves that Black women have been an integral component of the American
workforce, yet the representation of Black women at the upper echelons of the professional
world remains negligible (Figure 1). The career advancement opportunities for Black women in
corporate America have seen minimal evolution over several decades (Carter, 2021). While
Black female professionals have achieved relatively equitable representation in entry to middle
management roles, their access to executive or C-level positions remains limited (Carter, 2021).
Regardless of the many strengths Black women contribute, such as tenacity, adaptability, and
unique perspectives, they remain largely invisible in corporate America and banished to
insignificant roles, unable to breach the cement ceiling (Khosroshahi, 2021).
Despite comprising around 7% of the U.S. population, Black women occupy 1.2% of
senior management and executive positions in S&P 500 companies, hold 2.2% of seats on
Fortune 500 boards of directors, and notably, there isn't a single Black female chief executive
officer (CEO) among the S&P 500 companies (A. N. Smith et al., 2019). The Fortune 500 is
comprised of the top 500 companies in the U.S., and the S&P 500 is an index composed of 500
large-cap stocks that represent the leading industries of the U.S. economy and is comprised of
some Fortune 500 companies.

13
Figure 1
Underrepresentation of Black Women in Senior Leadership
Note. From The State of Black Women in Corporate America by Lean In, 2020, p. 6.
(https://leanin.org/research/state-of-black-women-in-corporate-america). Copyright 2020 by
Lean In.
While there has been progress in the representation of Black women in executive roles
within Fortune 500 companies in the United States, there remains a substantial need for
enhancement in granting them access to CEO positions (Sawyer, 2017). Concerning
organizational hierarchy, managerial levels often display a division based on both race and
gender, resulting in a scarcity of Black women occupying influential positions (Giscombe &
Mattis, 2002). Giscombe and Mattis (2002) continues, to demonstrate their dedication to
organizational change and corporate social responsibility, American corporations must seize this
opportunity to thoroughly evaluate their recruitment, hiring, and promotion practices. This selfassessment is essential for companies that are genuinely committed to enhancing diversity and
representation at the executive level.

14
Institutional racism refers to a systemic array of patterns, procedures, practices, and
policies embedded within institutions, systematically imposing penalties, disadvantages, and
exploitation on Black people that manifests in various forms of organizational processes like
hiring, promotion, and evaluation (Griffith et al., 2007). It extends to impact recruitment and
promotion, institutional policies, and the overall organizational culture (Griffith et al., 2007).
Giscombe and Mattis (2002) stated that approximately 75% of Fortune 500 companies
have established some form of officially documented diversity initiative or program, yet further
research highlights the issue of Black women facing resistance to being recognized as authority
figures within the workplace. In such instances, Black women often find themselves in roles with
less authority compared to their White female counterparts, even when possessing similar
qualifications and credentials (Giscombe & Mattis, 2002). Historically, corporations have
operated as social systems that have been impacted by institutional racism, thus playing a role in
creating divisions and disparities within the workplace (Sisco, 2020).
Some corporations are beginning to understand the importance of creating a more
inclusive culture. For example, the McDonald’s Corporation has decided to tie their executive
vice-presidents’salaries to their annual diversity goals (A. Brown, 2022). Per their 202-2023
Global Diversity, Equity, and Inclusion Report, McDonald’s continues to focus on diversity
efforts (McDonald’s Corporation, 2023). Additionally, Nike has outlined a 5-year plan aimed at
fostering a more diverse and inclusive workforce. Notably, the company will link its 2025
executive compensation to the advancement of diversity and inclusion initiatives across its staff,
marking a significant shift in its corporate strategy (Thomas, 2021). Nike has made significant
strides in enhancing diversity at the director level and above, as evidenced by the company's
fiscal year 2022 Impact Report (Ciment, 2024). This achievement surpasses Nike's initial goal of

15
attaining 30% representation by 2025 (Ciment, 2024). Finally, Starbucks began taking steps to
promote racial and social equality by integrating diversity, equity, and inclusion objectives into
its executive compensation structure, which reflects the company’s commitment to advancing
diversity, equity, and inclusion (DEI) initiatives (Estrada, 2020). Unfortunately, Starbucks
Corporation has seen a decline in the representation of BIPOC (Black, Indigenous, and People of
Color) individuals in leadership positions since 2020 (Lindner, 2023). The percentage of BIPOC
leaders has fallen from 27% in 2020 to 18.6% in 2023. This downward trend is particularly
concerning given the company's stated objective of achieving 30% BIPOC representation in
corporate roles by 2025 (Lindner, 2023).
The normalization of Black women in leadership positions necessitates a paradigm shift
within organizations, transcending the superficial establishment of DEI programs and instead
deeply integrating these fundamental principles into the core mission and cultural tapestry of the
institution (Tang & Casey, 2024). The absence of such will undoubtedly perpetuate the systemic
marginalization of Black women in leadership roles, thereby reinforcing the entrenched status
quo and impeding meaningful progress towards the realization of genuine equity and
representation (Suarez, 2024).
Systemic Barriers to Black Women Attaining C-level Roles
As one of the most vulnerable and discriminated groups, Black women remain compelled
to navigate the intersections of racism, sexism, and other forms of marginalization, to make
space for themselves in fields of power and influence (The Sadie Collective, 2020). Wiley (2020)
posited that there is a tendency to associate Blackness with masculinity, resulting in inaccuracies
when categorizing the gender of Black women. Further, additional research has shown that Black
women and girls are more frequently linked to notions of threat and peril compared to their

16
White counterparts. Lindsey (2020) contended that Black women are confronted with the
incessant subjugation to a state of perpetual disregard and marginalization. White executives who
seldom encounter Black women in their personal or professional circles may express feelings of
uncertainty or discomfort when engaging them as peers (Wingfield, 2021). The systemic
exclusion of Black women from positions of executive leadership is pervasive and undeniable,
characterized by an unwavering and deeply entrenched resistance to granting them access to the
corridors of power within organizations.
Black women have been subjected to a multitude of narratives crafted to define their
identity and experiences (Commodore et al., 2020). In the times of chattel slavery, the prevailing
belief system of the inferiority of the captives led to the development of a network of socially
constructed stereotypes about Black women. These depictions were intentionally crafted to serve
the agenda of the dominant group, which aimed to maintain the subjugation of Black women
(Collins, 2000). Collins (2000) further posited that depicting Black women in stereotypical roles
like caretakers, domineering figures, recipients of welfare, or overly sexualized individuals
serves to rationalize the oppression faced by Black women in the United States. Sustaining the
perception of Black women as outsiders serves as an ideological justification for the historical
and systemic oppression they face based on race, gender, and social class (Collins, 2000).
Despite the notable contributions of Black women to the establishment and institutional structure
of their country, they continue to be treated as interlopers.
This enduring challenge encompasses distinct types of sexual harassment, imperceptible
but pervasive questioning of their competence, intellect, and capabilities, irrespective of their
achievements (Frye, 2022). The intersectionality of racism and sexism exerts a persistent and

17
profound impact on Black women within professional milieus, relegating them to the periphery
of corporate arenas (Collins, 2000).
Race and Gender Bias
Race and gender bias has been a blemish on American society for quite some time.
Subsequently, Title VII of the Civil Rights Act of 1964 was created to forbid discrimination in
various facets of employment. Throughout history, corporations have functioned as social
systems that are influenced by racial dynamics, thereby contributing to divisions and inequalities
in the workplace (Sisco, 2020). Race and gender disparities persist in the U.S. and continues to
lead to inequitable outcomes for Black women (Wingfield, 2021). Although explicit racism is no
longer sanctioned by laws and societal norms, the contemporary workplace can still be a
seminary for more subtle, often unconscious expressions of racism. These may appear as
disregard, rudeness, inappropriate humor, exclusion, biased treatment, and various instances of
“microaggressions” and “micro-inequities” (Fox & Stallworth, 2005). Black women express
greater ambition and a stronger desire for career advancement compared to White women,
however they face challenges in finding mentors to support their professional growth (Wingfield,
2021). This mentoring gap results from intentional exclusion, where leaders purposefully neglect
to involve Black women in teams, mentorship roles, or crucial projects. These deliberate patterns
hinder the upward mobility of Black women, affecting their ability to attain leadership positions
(Wingfield, 2021).
The dearth of Black women in executive roles can be attributed, in part, to the scarcity of
influential mentors who share their racial and gender identity (Colclough, 2023). This lack of
representation and guidance from those with similar lived experiences serves as a significant
barrier for Black women aspiring to leadership positions, perpetuating the underrepresentation of

18
this demographic in the upper echelons of organizational hierarchy (Colclough, 2023). This
labyrinth of hurdles contributes to the unrelenting underrepresentation of Black women on
executive boards and in C-suite roles.
Because Congress recognized there were significant gaps in the Civil Rights Act of 1964,
it enacted the Civil Rights Acts of 1991 to rectify the lapses created by the Supreme Court in
1989 and enhance the federal laws combatting employment discrimination while offering
protections to minority groups and avenues to address more subtle forms of such discrimination
(U.S. Equal Employment Opportunity Commission, 1991). Some of the gaps addressed in the
Civil Rights Acts of 1991 were the absence of safeguards against discrimination of members of
the LGBTQ community, ensuring equal educational opportunities, including higher education,
for all children irrespective of their family’s income or racial background, as well as add
provisions for plaintiffs who experienced intentional discrimination to obtain monetary damages
from defendants (Chin, 2019; Galles, 2004).
Black women frequently encounter discrimination because they occupy the intersection
of being both a woman and a member of a minority group. This dual subjugation significantly
impacts their journey toward leadership development (Davis, 2016). For every 100 men who are
promoted to management positions, only 58 Black women receive similar promotions, even
though Black women seek promotions at an equivalent rate. Additionally, for every 100 men who
are hired into managerial roles, only 64 Black women are hired, which means there are fewer
Black women hired overall (McKinsey & Company, 2022). Consequently, there is a decreasing
number of Black women available for promotions at each subsequent level.

19
Negative Stereotypes
Racial stereotypes are not harmless notions; rather they have historically been employed
by the dominant White American society as tools to classify and rationalize the ongoing
oppression and subjugation of Black people (Neal-Jackson, 2020). As such, Black women are
consistently viewed through a distorted perspective and are frequently characterized by a limited
and distorted set of exaggerated stereotypes that are simplifying, erroneous, and unjust (C. Jones
& Shorter-Gooden, 2004). Black women not only face the imposition of stereotypical tropes that
marginalize their character, but their accomplishments are frequently undervalued.
When a Black woman achieves success, it is often attributed to factors beyond her
influence, such as affirmative action, assistance from others, or mere chance (McKinsey &
Company, 2022). This perpetuates a harmful stereotype that depicts Black women as less skilled
and less capable compared to their counterparts (McKinsey & Company, 2022). Crazover and
Williams (2023) submits that Black women often face a common pattern of being doubted,
micromanaged, and closely monitored, leading to the invalidation of their beliefs and
experiences.
The “Superwoman” stereotype, initially seeming complimentary, is often assigned to
Black women but has complex implications rooted in the historical ‘Mammy’ archetype. In the
workplace, this stereotype results in Black women being overwhelmed and expected to handle an
excessive workload as if they possess superhuman prowess (Crazover & Williams, 2023).
Consequently, Black women must deal with heavier workloads than their colleagues, as well as
contend with the conflicting implicit bias that their work is inherently inferior (Crazover &
Williams, 2023). Black women report that regularly confronting negative perceptions of them
has resulted in feelings of loneliness and isolation (Neal-Jackson, 2020). Unsurprisingly, Black

20
women are opting to leave the corporate world for entrepreneurship or a less stressful work
environment.
Black Women are Often Labeled as Aggressive
The association of anger with Black women in popular culture can be traced back to the
portrayal of the “Mammy.” Throughout various popular narratives, whether past or present,
anger or its related forms such as sassiness, bitterness, or meanness, consistently underlie the
depiction of Black women (Woods, 2021). The negative, stereotypical trope of the “Angry Black
Woman” can lead to substantial adverse effects on the social and interpersonal experiences of
Black women (Walley-Jean, 2009). Further, this stereotype is frequently utilized in
confrontational situations to redirect focus away from the instigator and instead place blame on
the target (T. Jones & Norwood, 2017). These negative stereotypes can unjustly contribute to the
barriers faced by Black women in pursuit of executive-level roles and board assignments in
corporate America.
Black women are often berated for expressions of frustration or indignation, with swift
and inaccurate descriptors of angry or aggressive being assigned to them (Tinsley & Ely, 2019).
When the same emotions are exhibited by White men, they are strong and effective leaders, and
when exhibited by White women, they are considered accomplished and capable leaders (Tinsley
& Ely, 2019). Wider society fails to acknowledge these injustices, leaving Black women without
any means of seeking remedy. It is during these instances that Black women must consider
whether speaking up and advocating for themselves will lead to a situation being unfairly labeled
as confrontational (T. Jones & Norwood, 2017). This conundrum can be a difficult one to address
as is our natural inclination to defend one’s character, yet Black women often contend with the
possibility of negative repercussions.

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Media Imagery that Promotes Implicit Bias
When The Cosby Show was introduced to America on September 20, 1984, there were
many detractors falsely exclaiming that Black families could not be comprised of two married,
and successful professionals in a two-parent home, raising high-functioning, articulate,
wholesome children. Little did the critics know, Bill Cosby created the show based on his own
family life. The Black community is no stranger to attractive, intelligent, and highly educated
Black women. However, popular culture and the media tend to emphasize and celebrate Black
people through caricatured and undignified portrayals (D. Hayes, 2012). Shonda Rhimes, a
prominent Black producer, screenwriter, and director, has gained recognition for her successful
television shows that feature accomplished and intelligent Black characters in professional roles
like doctors and law professors. Among her notable works is the television series “Scandal”,
where the lead character stands out as an intelligent, determined, and powerful Black woman
(Childs, 2022). Notwithstanding the fact that there is no shortage of successful Black people and
families, that is not the portrayal that White corporate America is most comfortable adopting.
Based on historical research, it is evident that Black people have frequently been depicted
in popular culture as being of lower status than White individuals and in roles of subservience to
them (Coltrane & Messineo, 2000). Throughout history, as well as in contemporary times,
defined as the time from 1945 through present, these detrimental stereotypes frequently manifest
in television shows and films. Here, Black women are portrayed as the dominating “Sapphire,”
the non-sexualized “Mammy,” or the seductress “Jezebel” (C. Jones & Shorter-Gooden, 2004).
The documentary “Ethnic Notions” (1987) underscores various historical stereotypes of Black
men, such as the Tom, Sambo, coon, brute, pickaninny, minstrel, and the sexualized Jezebel. It
also explores the Mammy figure, a stereotype associated with Black women (Childs, 2022).

22
Hattie McDaniel’s portrayal of Mammy in “Gone with the Wind” (Fleming, 1939) earned her the
first Academy Award for a Black woman for Best Supporting Actress. Unfortunately, this role,
while groundbreaking, contributed to perpetuating the stereotype of submission and docile house
slave whose existence revolves around pleasing her White master (Childs, 2022). Again, these
negative stereotypes have permeated the consciousness of our society, further contributing to the
ongoing myth of Black people as inferior.
Navigating Microaggressions
A prevalent and often voiced manifestation of subtle racism is racial microaggressions,
which can have a harmful and accumulating psychological effect over a period (Holder et al.,
2015). Harvard psychiatrist Dr. Chester Pierce introduced the term “microaggression” to the
psychological world to characterize the frequent slights and disregard he observed non-Black
individuals directing towards Black individuals. Pierce (1974) posited that these encounters
could exert a significant influence on a person's psychological and physical well-being over an
extended period. Black women who encounter microaggressions are significantly less inclined to
experience a sense of psychological security. This reduced feeling of safety subsequently hinders
their willingness to undertake risks, suggest innovative concepts, or voice concerns (Field et al.,
2023).
There has been a rise in research that specifically examines racial microaggressions, and
the findings demonstrate that these understated forms of discrimination have adverse effects on
the mental well-being of Black women (Nadal et al., 2014). Recent studies examining the lived
experiences of Black women have provided empirical evidence substantiating the connection
between microaggressions and mental health issues (e.g., depression, stress), and that these racial
microaggressions are detrimental to the victims’ mental health (Nadal et al., 2014). Black women

23
enduring persistent microaggressions encounter emotions like anxiety, mistrust, low mood, sleep
disturbances, diminished self-assurance, feelings of inadequacy, intrusive thoughts, a sense of
powerlessness, and diminished motivation (Holder et al., 2015).
The frequent and ongoing occurrence of gendered microaggressions is associated with
poor mental health and reduced self-esteem. Self-esteem acts as a buffer, mediating the
connection between microaggressions and overall health, thus serving as a protective factor for
mental well-being (Lewis, 2011). Additionally, one’s identity plays a moderating role in this
relationship, indicating that individuals who identify as Black women may experience decreased
mental health when confronted with a high frequency of discriminatory incidents (Lewis, 2011).
Results from a meta-analytic study found that Black women experience higher rates of Post
Traumatic Stress Disorder (PTSD) compared to other racial groups, and due to their
intersectional identity and multiple marginalized status, might face a heightened risk of
experiencing traumatic stress (Watson & Henderson, 2022).
Black women in leadership roles employ various strategies to mitigate the negative
effects of microaggressions on their self-esteem (Holder et al., 2015). They engage with informal
networks, both within and outside the organization, seeking validation for their experiences of
racial discrimination and gaining support (Holder et al., 2015). Additionally, they demonstrate
self-empowerment by actively rejecting and resisting the underlying messages and implications
of stereotypes (Holder et al., 2015). Possessing a robust emotional capacity and a sense of
empowerment are likely crucial factors in maintaining a sense of self-worth and efficacy amid
the subtle discrimination often faced by Black women in professional settings (Holder et al.,
2015). Despite increased awareness and efforts to address these issues, the challenges persist,
with negligible improvement observed in recent years (Washington, 2022). The lack of

24
significant progress in creating more equitable and inclusive workplaces for Black women
underscores the need for sustained, systemic change and a strong commitment from
organizations to dismantle the barriers that hinder the advancement and well-being of Black
women in professional environments (Washington, 2022).
Not only do microaggressions impact the mental health of Black women and their
performance in the workplace, but they also have the potential to affect organizational health
profoundly and negatively by fostering a toxic work environment that erodes employee
engagement and job satisfaction (Luc, 2023). The persistent encounter with microaggressions
can gradually diminish various aspects, including performance, the sense of belonging, current
and future development, and retention. Importantly, these microaggressions can subvert an
organization’s DEI initiatives, impeding the innovation that arises from distinct viewpoints (Luc,
2023). Organizations must welcome a culture of honest and transparent feedback and implement
a zero-tolerance policy when addressing these issues.
The Progression of Black Women in Corporate America
In 1987, Dr. Clifton R. Wharton took charge of what is now known as the massive
pension fund, Teachers Insurance and Annuity Association of America. Dr. Wharton made
history as the first Black man to ever occupy a C-level position in corporate America (Duncalfe,
2023). This achievement was not seen by a Black woman until 2009 when Ursula M. Burns
became CEO of Xerox (Ignatius, 2021).
The Intersectionality of Being a Black Woman in Corporate Leadership
Race and gender are intertwined societal constructs; they do not merely intersect, but are
fundamentally connected, and indivisible from each other (Collins, 2000). For centuries, people
have been categorized based on their skin color, ethnic background, or race. These

25
categorizations have influenced perceptions of one’s intelligence, capabilities, and societal
treatment, despite the consensus among reputable biologists, geneticists, and social scientists that
race is a product of social construction rather than a genetic or biological reality (Simama, 2023).
Similar to race, gender is subject to continuous transformations influenced by social context,
cultural factors, interpersonal interactions, and can sometimes be defined by contradictory
categories (Unger, 2020). The ERA and Civil Rights Movement have each made significant
strides in addressing the disparities faced by Black women in employment, yet it is evident that
there is more work to be done (Recruitment Marketing, 2024). The path towards workplace
equity has been characterized by a slow and uneven trajectory, marked by intermittent
regression. Although the legislative reforms enacted during the Civil Rights Movement of the
20th century prohibited some of the most flagrant discriminatory practices, contemporary
workplaces continue to be plagued by entrenched barriers and inequities that disproportionately
affect employees of color (Recruitment Marketing, 2024). The underrepresentation of
marginalized groups, the pervasiveness of hiring biases, the inefficacy of diversity policies, and
the exacerbating impact of the COVID-19 pandemic serve as testament to the challenges that
persist in the quest to foster equitable and inclusive corporate cultures (Recruitment Marketing,
2024).
Black women, in the traditional organizational culture, have often been perceived as
outsiders in the corporate sphere (Viscione, 2022). This perception has led many to withhold
their true selves in the workplace, aiming for acceptance and credibility within the organization
(Viscione, 2022). Though likely an attempt at self-preservation in spaces where they are often
anomalies, this guarded approach might hinder the growth and development of Black women as
leaders (Davis, 2016). Black women experience both blatant and subtle forms of racism.

26
Additionally, as women, they grapple with the sexism prevalent in the broader society. The
“Double Jeopardy” of intersectionality in fields traditionally dominated by White males,
frequently causes Black women to navigate within unwelcoming environments, which can deter
their participation in opportunities designed for professional advancement (Davis, 2016).
Ongoing research has affirmed the substantial contribution of microaggressions
experienced by Black women to the perpetuation of health inequities, including heightened rates
of depression, chronic stress, and trauma; increased incidence of anxiety disorders; and a greater
predisposition to cardiovascular disease and type 2 diabetes (Reed, 2023). In the corporate
sector, the combined impact of racism and sexism has led Black women to face obstacles like
encountering derogatory racial stereotypes, experiencing heightened scrutiny of their credibility
and authority, and receiving inadequate institutional support when such incidents are reported
(Jean-Marie et al., 2009). The intersectionality of race and gender is a crucial factor in the
position that Black women hold within organizations, influencing their visibility, respect, and
prospects for leadership advancement. Black women persist in being perceived as atypical,
leading to their marginalization, and often causing them to go unnoticed due to their dual identity
as both Black and female (Mayberry, 2018). Research consistently indicates that exposure to
specific forms of discrimination has detrimental effects on the mental health of Black women
and have, in particular, been linked to substance abuse, low self-esteem, mental disorders, and
overall depressive symptoms (Martins et al., 2020). Further, the dual experience of being a Black
woman in corporate America remains a significant factor pushing Black women to leave
corporate environments. Some opt for the psychological comfort of entrepreneurship, while
others find themselves constrained within middle management roles (York, 2023). As awareness

27
of the negative impacts of organizational racism on mental health, more Black women are opting
for different career paths and abandoning their dreams of corporate leadership.
Black Women Are Often the Outsider Within
According to Collins (1986), the outsider-within status of Black women is intricately
connected to and echoes the exploitative experiences of early Black women domestic workers
with White families. Despite being invited into White homes as caretakers and being fondly
remembered in White employers' memoirs, Black women were still treated as outsiders,
reminiscent of their historical roles as caregivers (Collins, 2000). Likewise, in contemporary
corporate America, Black women are engaged across various organizational levels, frequently
being tokenized due to their dual minority status (Collins, 2000). However, they persist in facing
marginalization and isolation, factors that significantly contribute to their substantial
underrepresentation at the executive level (West, 2022). Because there is a loneliness that comes
with being the ‘outsider’ in corporate America, a recurring theme is the polarity of endeavoring
to shatter that cement ceiling while seeking more emotionally protected space.
Black women assume the role of ‘the outsider’ due to their gender and ethnic identity,
along with additional factors that position them at the societal margins. Nevertheless, they hold
the advantage of training and status, having earned the education and requisite experience to
afford them access, thereby enabling them to navigate diverse spaces and acquire insider
knowledge and resources (Bazen, 2018). To attain positions in corporate America, Black women
persist in encountering the dual challenge of gaining entry to positions within predominantly
White organizations while also grappling with the reality of not being genuinely embraced and
integrated into the cultural fabric of these institutions (West, 2022). While Black women exist in

28
these spaces, they often remain unseen and not wholly included in activities that occur outside of
work.
Organizational Barriers to Black Women Attaining C-level Roles
Study after study has affirmed a consistent theme concerning the barriers that obstruct
Black women's entry to C-level positions (Melaku, 2022). The prevailing barriers included
limited access to executive mentorship programs, exclusion from assignments leading highvisibility projects, and ostracization from prominent networking opportunities.
Black Women and Executive Mentorship
The opportunity for executive mentorship significantly influences whether a professional
attains the highest levels of corporate leadership and influence. The process of passing on
corporate values, authority, and power primarily occurs through mentorship, an opportunity that
is often limited for Black women (McGlowan-Fellows & Thomas, 2004). Because Black women
are underrepresented in executive leadership, the absence of suitable mentors further exacerbates
this problem. Black women often prefer to be mentored by someone who looks like them, and
someone who can provide very specific guidance on navigating the barriers that exist for Black
women who seek to attain C-level roles in corporate America (Stevens, 2020). Access to
mentorship from another Black woman can begin to normalize representation at the highest
levels of executive leadership and provide a bridge for less experienced women in the ranks.
Black women face a distinct disadvantage because there is a limited number of
management officials who formally mentor employees, and an even smaller number who mentor
Black employees (Tracy, 2019). Consequently, Black women are less likely to progress into
managerial and senior executive roles, which typically involve mentorship that guides and
readies individuals for career advancement (Tracy, 2019). Opportunities for executive

29
mentorship remain one of the most important gateways to executive leadership roles (Jeffcoat,
2008). While organizations have recognized the importance of including formal mentorship
programs in their diversity initiatives, White women have overwhelmingly benefited from the
opportunities, while Black women were often excluded (Jeffcoat, 2008). Corporate directors,
who are predominantly White males, are more likely to offer mentoring and support to other
White male first-time directors within their in-group. This disparity in mentorship could lead to
fewer Black women succeeding in obtaining mentorship and elevation to similar positions
(M. L. McDonald & Westphal, 2013). Thus, the cyclical nature of underrepresentation and
systemic organizational racism in corporate America.
Black Women and Access to High-Visibility Projects
Another important barrier to be circumvented by Black women in their ascent to
executive leadership roles is access to high-visibility projects or assignments that will garner
recognition from those in senior leadership positions. Beckwith et al., (2016) posited the
exclusion of Black women from high-visibility assignments could help to explain their
underrepresentation in senior leadership positions. Research results suggest that assigning Black
women to high-visibility tasks can improve their chances of advancing in their careers (Beckwith
et al., 2016).
Companies may hesitate to assign Black women to high-visibility assignments, often due to the
perception that they may lack the skills, capabilities, acumen, or determination required to
successfully execute (Holder et al., 2015). These decisions are likely reflective on negative
stereotypes that have long plagued Black women and impeded their access to executive
leadership roles.

30
A recent study uncovered gender and racial discrepancies in work assignments, with
these disparities frequently excluding Black women from crucial business experiences essential
for their progression into leadership roles (Pace, 2023). To eliminate this obstacle, organizations
must strategically prioritize ensuring that Black women have access to highly visible and pivotal
business assignments (Pace, 2023). Further, companies committed to advancing Black female
leaders into both public and private board positions recognize the significance of establishing
connections with these women and cultivating meaningful relationships. This involves offering
visibility within networks (Kidwai, 2022). It is crucial that Black women are visible to those in
decision-making roles and allowed opportunities to take on challenging roles that will place them
on an executive trajectory.
Black Women and Networking Opportunities
One of the most powerful tools available to Black women for advancing within
organizations is access to networking opportunities (Sawyer, 2017). Within conventional maledominated hierarchies, implicit knowledge concerning organizational dynamics, the accessibility
of advancement prospects, and the means to connect with mentors and sponsors is frequently
disseminated through closed social networks that specifically exclude Black women (Pace,
2023). For Black women to be in spaces that will allow the development and cultivation of
relationships with company executives in positions of power to hire and promote developing
leaders, it is important that they be included in the requisite networking events. The complexity
of Black women's journey toward upward mobility, when contrasted with that of their
colleagues, highlights a notable challenge: the limited availability of chances for informal
networking with influential peers stands out as a significant barrier (Beckwith et al., 2016). It is

31
essential that Black women are afforded opportunities to meet with those who can offer the types
of opportunities only discussed in these private networking events.
Black women seeking executive roles face a deficiency in sufficient networking prospects
to support their pursuit of higher-level and managerial positions (Tracy, 2019). These same
women often find themselves needing to exert more effort and achieve higher performance levels
than their peers, and frequently experience exclusion from informal social circles (Beckwith et
al., 2016). Moreover, Black women tend to be among the last to receive vital information
regarding career progression, which includes guidance on networking, insights into unspoken
workplace norms, and details about job openings (Tracy, 2019).
Networking can be advantageous for Black women in initiating mentorship or
sponsorship connections. Also, senior Black women can play a valuable role as sponsors for
younger women (Branch & Kasztelnik, 2023). Expanding networking opportunities could
contribute to dispelling stereotypes and misunderstandings concerning the leadership and
performance capabilities of Black women. As a result, leaders may become more at ease with the
leadership skills and performance excellence exhibited by these women (Branch & Kasztelnik,
2023). The more opportunities non-Black leaders have to interact with Black professional
women, the more the negative stereotypes lessen and hopefully, one day, dispel the myth
altogether.
Conceptual Framework
One principle of Black feminist thought puts forth the notion that the visibility of Black
women asserts self-determination and self-efficacy as essential, challenges the interlocking
nature of oppression, and presumes an image of Black women as powerful and independent
(Easley, 2011). Black feminist thought elucidates the underpinnings of the conceptual framework

32
of this dissertation, which investigates the hurdles faced by Black women in their pursuit of Csuite positions within the corporate landscape of the United States. This theory offers profound
insights into the intricate dynamics of the intersecting oppressions Black women must
consistently navigate (Collins, 2000). Black women are forced combat systemic racism, fight the
persistent battle against negative stereotypes, and maintain their mental health resulting from
chronic microaggressions, while skillfully navigating the corporate terrain.
Rooted in the works of influential scholars like bell hooks, Audre Lorde, and Kimberlé
Crenshaw Black feminist thought, places a significant emphasis on the concept of the
intersectionality of Black women in relation to the power structures that impose oppression. This
framework recognizes that Black women face compounded forms of oppression due to the
intersection of their race and gender, often overlaid with class disparities (Collins, 2000). Within
the corporate context, systemic racism is prevalent in hiring practices, promotional structures,
and workplace culture, which continually perpetuate inequalities specifically impacting Black
women (A. McDonald, 2021).
A central tenet of Black feminist thought is the active challenge to the oppression of
Black women, which addresses the dismantling of negative stereotypes associated with Black
women (Collins, 2000). These stereotypes can be particularly insidious within the corporate
realm, as they can give rise to unconscious biases that sway hiring and promotional decisions.
This framework underscores the critical importance of dispelling these stereotypes to foster a
more equitable corporate environment (Collins, 2000). Further, these biases can take the form of
microaggressions, which contribute to significant mental health issues when consistently
confronted with them.

33
Although Black feminist thought recognizes that all Black women do not exist in a
monolith, it acknowledges the pervasive nature of microaggressions that arise from systemic
oppression. In the corporate world, Black women consistently confront microaggressions that
can, over time, begin to impact their mental health, cause their confidence to diminish, and their
job satisfaction to wane (Field et al., 2023). Black women vying for corporate leadership
positions are compelled develop coping mechanisms to shield themselves from the feelings of
humiliation, exclusion, and discontentment stemming from racial microaggressions (Holder et
al., 2015).
Further, Black women navigating the corporate American landscape are positioned at the
intersection of multiple identities and systemic forms of oppression. This intersectionality
recognizes that they face unique challenges distinct from both Black men and White women. It
encompasses race, gender, and class, underscoring the complexity of their experiences as they
strive for C-suite roles (Sanchez-Hucles & Davis, 2010). Consider a heterosexual White
cisgender woman who faces different treatment in society than a lesbian White cis woman, a
heterosexual Black cis woman, or a Black trans woman. Discrimination stems from the
confluence of all these identities. Individuals with multiple intersecting marginalized identities
are more likely to encounter discrimination due to the complexity of their unique intersections
(Bellamy, 2020).
This study delved into three fundamental barriers that contribute to the widespread
underrepresentation of Black women in C-suite roles within corporate America. The first critical
challenge Black women encounter is the lack of access to executive mentorship or sponsorship
(Cobb-Roberts & Esnard, 2020). Black feminist thought offers a perspective for examining the
isolation that Black women encounter while navigating the corporate terrain, as well as the

34
significance of mentorship in their journey, given the absence of the social connections and
political influence enjoyed by their White peers (Cobb-Roberts & Esnard, 2020). Traditional
mentorship and sponsorship relationships are pivotal for career advancement, but Black women
often find themselves excluded from these crucial networks (McGlowan-Fellows & Thomas,
2004). This exclusion has profound implications for their ability to navigate the corporate
hierarchy effectively (McGlowan-Fellows & Thomas, 2004).
The second major barrier Black women encounter is limited access to high-visibility
projects or assignments. When Black women are empowered, they are more likely to volunteer
for high-visibility projects, thus gaining access and influence (Easley, 2011). These opportunities
can also elevate individuals and place them in the view of decision-makers responsible for hiring
or promotion. Often, these projects serve as steppingstones to executive positions, but Black
women may not receive the same opportunities, thereby impeding their trajectory toward
leadership roles (Collins, 2000).
Finally, the lack of access to executive networking opportunities can also serve as a
significant barrier to Black women ascending to the executive level (Beckwith et al., 2016).
Black feminist thought delves into the importance of networking with top executives and the
necessity of gaining prominence for career progression (Sawyer, 2017). It also investigates how
being viewed as an outsider within the corporate environment, and being denied access to these
opportunities, bolstered the dominance of their White colleagues (Sawyer, 2017). Networking
constitutes a cornerstone of career progression in corporate America. However, Black women
frequently encounter obstacles when attempting to network with executives (Beckwith et al.,
2016). This hurdle prevents them from forging influential connections vital for their career
advancement, which includes providing access to influential mentors, thus the cycle continues.

35
Embedded within the conceptual framework of Black feminist thought, this research
offered a comprehensive perspective on the challenges faced by Black women in their quest for
C-suite positions in corporate America (Figure 2). By exploring the intersectionality of their
experiences, dismantling stereotypes, addressing microaggressions, and investigating core
barriers such as mentorship, high-visibility projects, and networking, this study aimed to
contribute to a more equitable corporate landscape. The insights derived from this research
aspired to inform guidelines, and procedures that foster environments where people from diverse
backgrounds are valued, treated fairly, and have equal opportunities to succeed and thrive within
the organization, thus enabling Black women to ascend to leadership positions in greater
numbers.
Figure 2
Conceptual Framework Model

36
Conclusion
In summary, Black women face formidable barriers in their ascent to C-level or executive
positions in corporate, including the lack of access to mentorship opportunities, executive
networking, and assignment to high-visibility projects that would place them on the executive
trajectory. This comprehensive literature review laid a solid foundation for our forthcoming
research, illuminating the critical gaps and challenges that Black women encounter in their
corporate journeys. It underscored the importance of addressing these challenges to create a more
inclusive and equitable corporate environment, where the exceptional talents and aspirations of
Black women can be fully realized, and where their contributions are recognized and celebrated
at the highest echelons of corporate leadership.

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Chapter Three: Methodology
This chapter outlines the research design for this study, including the methodology,
sampling criteria, and interview protocols. Additionally, it includes the descriptions of my
positionality and the ethical considerations I observed throughout the research process. The
primary objective of this study was to explore the barriers that resulted in the ubiquitous absence
of Black women at the C-level in corporate America. I sought to understand the experiences of
Black women in their striving toward the highest levels of corporate leadership. To attain this
knowledge, the forthcoming section outlines the research questions pertaining to motivations,
values, and anticipations.
Research Questions
1. How do the lived experiences of Black women aspiring to C-level roles in Fortune
500 companies shape their self-perception and internal sense of identity as they
navigate and operate within the corporate sphere?
2. How do the supportive or adversarial dynamics within corporate environments impact
the resilience and self-efficacy of Black women striving to overcome barriers and
achieve C-level roles in corporate America?
Overview of Methodology
This qualitative research study utilized one-on-one interviews as its primary data
collection method. Qualitative research, characterized by its interpretive and naturalistic
orientation (Corte & Patrik, 2019), employs diverse approaches to gain insights into its subject
matter. This research approach was well-suited to the study's purpose as it enabled a thorough
exploration and analysis of information obtained through individual interviews, which were
grounded in the personal experiences of the study participants (Denzin et al., 2024). Moreover, it

38
directed attention toward the real-life experiences of Black women navigating the complexities
of systemic racism, negative stereotypes, and microaggressions. This approach also provided a
lens for examining disparities in access to networking opportunities and high-visibility
assignments, crucial factors in addressing the barriers confronting Black women in their pursuit
of C-suite positions (Creswell & Creswell, 2014). All research questions were answered by
interviews.
The Researcher
I am an educated and highly accomplished Black woman who is the owner and CEO of a
thriving communications consulting firm where I have found significant success. As defined by
Hampton et al., (2021), our positionality captures how we, as researchers, are positioned
personally, socially, and politically, in the context of our study. My positionality as a successful
business owner discounts the intersectionality of my status as a woman of color and the inherent
systems of discrimination that lie therein. Despite my academic merit, because I exist in this
space as a minority, both by gender and ethnic origin, my professional success has been
negatively impacted by the foundation of systemic racism upon which this country has been
built. The intersectionality of my race and gender further compounds the discriminatory practices
I have faced in many areas of my life.
In conducting my research on the underrepresentation and absence of Black women in
corporate America, I am acutely aware of the potential for assumptions and biases to influence
the study, especially given my shared identity as a Black woman. To address this, I took
deliberate measures to maintain objectivity and impartiality throughout the research process
through journaling and working with my chair and others to mitigate any potential bias.
Objectivity is vital in research to guarantee that study findings remain unbiased, that positive

39
research outcomes are not inaccurately classified as such, and that they can be independently
replicated by fellow scientists. The presence of objectivity is indispensable, and its absence can
jeopardize the fundamental integrity of research (van Dongen & Sikorski, 2021).
I endeavored to assemble a diverse and inclusive participant selection, encompassing a
wide array of Black women from various backgrounds, industries, and career stages. This
approach was crucial in acknowledging the shared commonalities while recognizing the diversity
and unique experiences that existed within the Black female community.
To elicit authentic responses, I formulated open-ended questions that allowed participants
to share their perspectives without imposition. Utilizing open-ended questions served as a
valuable tool in independently facilitating in-depth exploration of the subject, comprehension of
processes, and the identification of potential factors contributing to observed correlations (Weller
et al., 2018). Further, the use of open-ended questions resulted in the acquisition of more
nuanced qualitative research data, enriching the understanding of context and complementing
quantitative findings, which proved instrumental in obtaining more substantial and meaningful
user research data (Weller et al., 2018).
My commitment to reflexivity, where I acknowledged and documented my own biases
and assumptions, further strengthened the rigor and fairness of the research. By applying these
meticulous strategies, I aimed to provide a comprehensive and unbiased exploration of the
barriers faced by Black women in corporate America, despite my shared identity, ultimately
contributing to a more informed understanding of this critical issue.

40
Data Source: Interviews
The data was derived from the interviews alone, and analysis of the data served as the
principal means to address the research questions. After the interview phase, I coded all
emerging themes.
The decision to employ semi-structured, individual interviews as the primary method of
data collection was a deliberate and thoughtful one. Recognizing the intricate and multifaceted
nature of the underrepresentation and absence of Black women in corporate America, I sought a
method that would allow for a deep and nuanced exploration of their experiences (Denzin et al.,
2024). Individual interviews emerged as the ideal choice as they offered a platform for
participants to share their stories, insights, and perspectives in their own voices. This approach
aligned with the qualitative nature of my study, which aimed to uncover the intricate details and
personal narratives that quantitative data alone cannot capture. By conducting individual
interviews, I hoped to shed light on the lived experiences, challenges, and aspirations of Black
women navigating the corporate landscape (Denzin et al., 2024).
Participants
My research participants represented a group of ten Black women who had held seniorlevel management positions across all industries within corporate America for at least 5 years
and aspired to ascend to executive levels. This selection was guided by a purposeful sampling
approach, ensuring that I engaged with individuals who could provide valuable insights into the
challenges and barriers faced by Black women on their corporate journeys. To secure
participants, I adopted a multifaceted recruitment strategy. Leveraging my personal network, I
reached out to contacts who had connections with potential participants. Simultaneously, I
utilized social media platforms such as LinkedIn, Instagram, and Facebook to extend my

41
outreach, allowing me to connect with a diverse and geographically dispersed group of women
who were eager to share their experiences. The social media outreach included details of the
study and invited potential participants to provide me with their email addresses. After obtaining
contact information from willing participants, I sent each of them an email outlining the purpose
and scope of the study. The first 10 participants who replied and were determined to be
appropriate for the study were selected.
Instrumentation
I utilized semi-structured, individual interviews as the primary method for data collection
in my research, and this choice was underpinned by its capacity to unveil the nuanced intricacies
of my study. The underrepresentation and absence of Black women in corporate America is a
multifaceted issue that warranted a deep dive into personal narratives, experiences, and
perspectives. I made it a point to emphasize intersectionality in my study, understanding that the
experiences of Black women are shaped by multiple factors, including race, gender, and more.
Through open-ended questions, tailored to align directly with my problem of practice, research
questions, and conceptual framework, I aimed to provide participants with the space to
authentically share their stories.
Data Collection Procedures
I conducted the individual interviews via Zoom, allowing for a flexible and accessible
platform. Each interview was anticipated to last approximately 1 hour, providing time for
participants to share their experiences and insights. To ensure a comprehensive record of these
conversations, I recorded the Zoom interviews and subsequently generated transcripts from these
recordings. Additionally, I took field notes in real-time during the interviews, capturing not just
the verbal content but also the nuances of the conversation, expressions, voice inflections, and

42
any other valuable details shared by the research participants. This meticulous approach to data
collection was aimed at preserving the integrity of their narratives and enriching the depth of my
analysis.
Recording the research interviews significantly enhanced its credibility as it offered a
variety of benefits. First, it helped minimize the loss of valuable data. Second, it reduced
interviewer bias, thus limiting the ability of my interpretations and perceptions to inadvertently
influence how I captured and remembered information (J. Brown, 2019). Moreover, it provided
an objective foundation for evaluating the quality of the interview data, ensuring accuracy and
integrity. This approach also allowed me to fully focus on the participant and freed me from
relying solely on notetaking, enhancing the depth and quality of the interview. In such instances,
having both the recording and transcript served as a safeguard, ensuring the integrity of my study
by preserving the accurate, unaltered record (J. Brown, 2019). To ensure the safety and
confidentiality of all participants, I placed identifiers, data, and keys in distinct, passwordprotected files, with each file securely stored in separate locations.
Data Analysis
Black feminist thought centered the experiences and perspectives of the participants in its
analysis, thereby giving significant value and privilege to their ideas (Collins, 2000). The Black
feminist thought theoretical framework elucidated the vital role of intersectional patterns in
reevaluating the complex web of oppression that characterizes U.S. society (Boykin, 2022). I
chose inductive thematic content analysis as the primary method for analyzing the interview
data. Inductive thematic analysis involved the recognition and identification of recurring patterns
or themes within qualitative data with no preconceptions (Maguire & Delahunt, 2017). It is not
only a widely recognized and effective approach but also one that could enhance the credibility

43
and rigor of the analysis when executed meticulously (Maguire & Delahunt, 2017). I reviewed
the interview transcripts numerous times to familiarize myself with the participants' narratives. I
then moved to data conceptualization, where I used Dedoose coding software to create categories
and subcategories by grouping the codes (See Figure 3).
This systematic approach allowed me to identify recurring themes and patterns within the
data, providing a comprehensive and nuanced understanding of the experiences and perspectives
shared by the research participants. The threshold for something to be considered a theme was
75% of participants having the same sentiment or experience. Once the interviews were
completed and I’d transcribed them, I read through the transcripts line-by-line and ‘coded’
relevant passages or excerpts. This meant that I’d essentially created my own code for whatever
particular concept, experience or feeling the participant conveyed with that excerpt (for example,
‘relationship’, ‘online’, ‘media’ or ‘environment’). In essence, this made it easy for me to
understand how often each coding label – such as the word ‘online’ or ‘media’ – was mentioned
throughout the participant interviews (this is called frequency of use), and when it was
mentioned (this is called distribution).
Once coding was complete, I used analysis tools to identify the frequency of codes. I
used the 75% threshold to determine which codes were themes. That is, each code needed to
have at least a 75% frequency across the set of pulled-up participant interviews. Percentages and
markers of frequency for each code made it easy to identify which codes reached the 75%
threshold. I then reviewed the themes, 75% frequency codes identified, and asked: ‘Is this code
relevant enough and important enough to my research questions and objectives that I want to
consider including it in my analysis report?’ If the answer was yes, I continued. Some of the
chosen, 75% frequency themes were those that frequently co-occurred with other relevant, 75%

44
frequency themes. For example, if two or more significant, 75% frequency themes were often
mentioned in the same breath, I considered that theme as perhaps a ‘subtheme’ or as instead
describing a ‘dimension’ of a larger, parent theme, even if a subtheme didn’t achieve the 75%
frequency mark on its own.
Figure 3
Frequency of Themes in Interviews

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Credibility and Reliability
To ensure the credibility and reliability of my study, I utilized regular debriefing.
Additionally, I recorded and transcribed all interviews, as it furnished an exact, word-for-word
account of the data collection event, thus enhancing the overall credibility of my research (Flick,
2018). The credibility of my research was dependent upon the extent to which the findings were
deemed truthful and accurate. It hinged, in part, on my standing as a researcher and the
methodologies I employed (McElfresh, 2023). I intended to enhance the credibility of my
qualitative study through methods like prolonged data engagement, persistent observation,
negative case analysis, member checks, and referential adequacy (McElfresh, 2023).
Ethics
Of utmost priority in this research project was the protection of the participants. In the
initial email sent at the outset of the interview process, I emphasized the voluntary nature of
participation and assured all individuals that they had the option to decline at any point (Ibbett &
Brittain, 2019). Additionally, to safeguard their identities, each participant was assigned
numerical values and pseudonyms. Prior to each interview, I obtained verbal consent to record
from each participant. At the conclusion of the study, all data collected during the interviews,
including digital recordings, transcribed interviews, the key linking participants to their assigned
numbers and pseudonyms, as well as handwritten notes, were securely and permanently deleted
(Ibbett & Brittain, 2019). Every precaution was taken to exclude any identifiable information in
the study, including names, birthdates if provided, and any geographic identifiers.

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Chapter Four: Presentation of Data
This qualitative research study enabled a thorough exploration and analysis of
information obtained through individual interviews, which were grounded in the firsthand
experiences of the study participants (Denzin et al., 2024). Moreover, it directed attention toward
the real-life experiences of Black women navigating the complexities of systemic racism,
negative stereotypes, and microaggressions. This approach also provided a lens for examining
disparities in access to networking opportunities and high-visibility assignments, crucial factors
in addressing the barriers confronting Black women in their pursuit of C-suite positions
(Creswell & Creswell, 2014).
The interviews I conducted revealed five emergent themes: (1) Mentorship and
Sponsorship, (2) Corporate Culture and Inclusivity, (3) Microaggressions and Discrimination, (4)
Self-Concept and Identity, and (5) Professional Development Opportunities. The study’s research
questions are:
1. How do the lived experiences of Black women aspiring to C-level roles in Fortune 500
companies shape their self-perception and internal sense of identity as they navigate and
operate within the corporate sphere?
2. How do the supportive or adversarial dynamics within corporate environments impact the
resilience and self-efficacy of Black women striving to overcome barriers and achieve Clevel roles in corporate America?
The findings section commences by introducing the participants themselves. This
deliberate choice acknowledges the inextricable link between an individual's background,
identity, and cultural perspectives, and the manner in which they experience and interpret the
world around them. This approach allows the reader to familiarize themselves with their stories

47
thus allowing their experiences to become more tangible and relatable. It is through this
contextual grounding that the subsequent findings can be fully understood, appreciated, and
integrated into a holistic tapestry of knowledge and understanding.
Participant Profiles
All 10 research participants self-identified as Black women currently working in senior
management roles in Fortune 500 companies and had worked in senior management roles for 5
years or more. All 10 participants had earned master’s degrees, and two of the 10 participants
also held doctoral degrees. Pseudonyms were used to maintain the confidentiality of the
participants.
Barbara was in her 40s, held a master’s degree and served as senior PR &
Communications Strategist for her firm. Barbara was unmarried and had no children. Barbara
stated she sacrificed her youth and the opportunity for a family to chase her dream of executive
leadership, only to be disappointed by the lack of support, access, and continued
microaggressions she has experienced. Barbara further stated that if she could go back and do it
over, she would have given up the pursuit in favor of having a family.
Carla was in her late 40s and served as Vice President of Human Resources. Carla had
earned an EdD and hoped to move into executive leadership at her organization. Carla expressed
concern over her ability to elevate to higher roles at her company because of the limited access to
high-visibility projects and her manager’s insistence that she continue taking remedial training
courses, despite having earned a doctoral degree. Carla was divorced with two teenaged sons.
Darlene held an MS and PHR certification. Darlene was 40 years old and was married
with twins. Darlene served as senior director of human resources and, after over 10 years at her
company, had only recently begun to think seriously about pursuing a C-suite role. Darlene

48
expressed frustration by the lack of support she received from her supervisors but was still
committed to attaining an executive leadership position.
Freeda was in her fifties and was a married mother of three, Freeda worked as a senior
business development manager, and had earned her MBA, Freeda shared that she had been
working through most of her career toward a C-level role yet did not feel it would be possible
due to the rampant racism, microaggressions, and lack of support she had received throughout
the duration of her career.
Lisa served as the senior change manager at her organization. Lisa had earned a PhD, was
married with three adult children, and was in her 50s. Lisa shared that the ongoing
microaggressions and blatant dismissal of her talents and contributions had become so taxing on
her mental health that she did not think she could remain in corporate America much longer.
Mary was in her late 40s, earned a master’s degree in public health, and served as senior
vice president at her company. Mary lived with her husband and had two adult daughters away at
college. Mary expressed concern about the limited options available to her daughters after
college graduation, as her own experiences in corporate America had been fraught with racism,
microaggressions, and the devaluation of her talents.
Monica was in her 50s and was a senior project manager at her company. Monica was
married with two children and had earned an MBA. Monica worked at several Fortune 500
companies throughout her career in hopes of moving into a C-level role, however, had still not
attained a role at that level. Monica shared her wish from mentorship, specifically, from another
Black woman who had already navigated the terrain.
Myra was a Black woman in her early 40s and was married with three children. Myra
earned a master’s degree and served as senior vice president at her organization, with hopes of

49
moving into a C-level role. Myra shared her ongoing frustration with the seemingly unobtainable
access to the coveted role and had begun to think of leaving corporate America altogether to
launch her own consulting firm.
Sherry was in her 40s, a divorced mother of one teenaged daughter, and served as a
senior vice president at her company, after being demoted from Chief Strategy Officer. Sherry
reported being frustrated with the demotion, as she felt she was put in a role when there were
ongoing concerns with the company and was expected to turn things around in just 6 months,
which served to be impossible. She had earned an MBA from an Ivy League institution.
Terra shared that she was a first-generation college graduate and hoped to serve as
representation to other Black women in corporate America that what she had attained could be
available to them as well if they work hard. Terra served as the Director of Risk Adjustment at
her organization and hopes to one day move into a C-suite role. Terra was married with two
children.
Findings
This study revealed five emergent themes and 10 subthemes that comprehensively
addressed the various facets of the study’s research questions (See Table 1). The findings aligned
with the key elements within the Black feminist thought theoretical framework, thereby
enhancing our understanding of the experiences and challenges faced by Black women aspiring
to secure C-level or executive positions in corporate America. The themes were elicited from the
details that resulted from some of the shared lived experiences as described by the participants.
They spoke to the intricate system of influences that contributed to shaping their lived
experiences in corporate America and how those lived experiences make them feel about
themselves.

50
Table 1
Themes and Subthemes
Themes Subthemes
Mentorship and sponsorship Importance: Crucial competency in corporate
environments
Impact: Shape one's self-perception and career
aspirations.
Corporate culture and inclusivity Inclusion: A sense of belonging and connection to the
workplace fosters a positive self-image and drives
employees to perform their duties with diligence and
dedication.
Diversity: Discussions about the role of women in
executive management positions can cultivate a sense
of belonging and create opportunities for advancement.
Microaggressions and
discrimination
Frequency: Microaggressions and discrimination are
pervasive and omnipresent, influencing daily life
experiences as well as long-term choices and career
development.
Impact: Exposure to these negative experiences erodes
self-confidence, creates a hostile work environment,
and often necessitates the development of resilience.
Self-concept and identity Self-Efficacy: Experiences in the workplace, both
positive and negative, shape an individual's sense of
self-efficacy and belief in their abilities.
Professional Identity: Navigating the intersection of
personal interests and corporate expectations can
present challenges in defining one's professional
identity.
Professional development
opportunities
Access: Individuals face challenges in securing highprofile projects and visibility, particularly when
professional development resources are limited.
Negotiation: Self-advocacy strategies are essential for
maximizing opportunities for growth and
advancement.
Theme 1: Mentorship and Sponsorship
The participant interviews underscored how mentorship and sponsorship were crucial to
their career development and promotion. All participants highlighted this as the most crucial

51
factor for their success, yet despite the importance of these relationships, in the absence of this
support, encouragement and access to opportunity, the participants also shared the need to be
“tough and dogged” in order to ensure their professional success.
Importance of Mentorship and Sponsorship
Lisa spoke to the importance of mentors and sponsors able to advise and advocate for her
professional development and opportunities, she further emphasized the paramount importance
of these relationships, in creating a safe and nurturing space wherein Black women could openly
talk about their experiences, seek advice, and receive confirmation of their competencies and
successes, regardless of race or gender. Lisa said, “Your mentor doesn’t always have to, and
won’t always be, from our own group. I think in every workplace we can find those people who
will advocate for us.” Barbara pointed to the role mentorship played in providing a strong
emotional support structure in an environment dominated by people who are different from her,
saying,
For me, it was so important for my persona. In most corporate offices, you’re alone …
you’re the only Black woman … and there are some days, you just look at yourself in the
mirror and you’re like ‘I’m my own cheerleader.’ I’m my own confidence police … but
to have a network of people who look at me and say – you can do it – and not because
I’m the token Black woman but they are genuinely invested in my development, that has
really changed my game.
Eight of the 10 participants rendered remarkably similar accounts and described a desire
to see other Black women around them to simply validate their experiences. Barbara went on to
say:

52
When you have those people who understand your experiences and feel compelled to
offer up their networks and their time and their skills, and then they advocate on your
behalf – that has really opened up a lot of opportunities for me.
Mary agreed that when Black women do not have mentors and sponsors who believe in
them and are willing to take the risk to elevate them, it makes it less likely they will confidently
seek aspirational leadership positions. When I asked Mary to share more about the consequences
of being deprived of mentorship to support her career goals, she declared,
I've always been the only African American female and so didn't really realize I needed
[mentorship] until it was too late. I thought if I worked hard, opportunities would come
my way. I didn't know the corporate game that needed to be played.
Terra mirrored Mary’s statement and went on to describe not having a mentor herself,
and how she felt the difficulty of navigating the corporate world on her own drives her desire to
help others. The challenges she endured with a former employer left her reeling and certain she
would prevail should she pursue litigation against them for racial discrimination
Sherry added: “I network, excuse my French, my ass off, you know, reaching out to individuals,
letting them know I'm looking for opportunities, you know the LinkedIn, the networking groups.
I did all of that, but nothing came to fruition.”
Sherry said that relationships with influential leaders who share in being “othered” have
provided her access to influential networks she otherwise wouldn’t have had. Sherry noted that
corporate representation reflects the demographics of the community it represents. “The good
thing about having a leadership team that reflects your community is that everybody’s
perspective is considered,” Sherry says. When those populations are not represented in corporate
America, decisions are made without a lot of varied perspectives. Sherry further shared, “When

53
we get Black people on boards, it’s not always Black individuals that are promoted, it’s someone
who has somewhat of an alignment of background to those on the board.” She said,
There are mentors, but my mentors don’t look like me. It has been very, very hard for me
to find women in leadership positions who are Black and can assist in how to navigate the
spaces that I’m in. It is very much White men and White women, and they don’t in any
way understand the intersectionality in me.
Each of the participants described similar perspectives, expressing a longing for
camaraderie or allyship that would lessen the loneliness and isolation that was an interminable
part of their daily lives.
Importance of Mentorship and Sponsorship
Mentoring and sponsorship also made a significant difference in the path of the
participants while navigating the corporate landscape. Each of the participants provided stories
about the effects of mentorship, or lack thereof, on their career expectations and self-perceptions.
Mary offered, “I never had advocacy, never had mentorship. I am experiencing an unwanted
career transition right now, and I really feel I wouldn’t be here if I had that.” Lisa shared, “I’ve
had two horrible bosses. I have not had a lot of mentors in my career. I felt like it’s kind of been
a trial-and-error type of thing.” Lisa went on to claim,
“I’ve been able to find mentors, but it’s hard to find Black women that have risen to the
levels that I want to. They are rare so I’m looking at a lot of people that might not have
experiences that are similar to mine. It’s hard … you get advice and then I’m like, is this
person’s advice relevant to me?”

54
Lisa spoke of her wish to have connected with a Black woman who had already
successfully traversed the path before her and would have been able to provide that mentorship
and support as a compass of sorts.
Monica, Barbara, and Carla shared that seeing other Black women in leadership positions
serves as a powerful testament to the possibility of success and helps counter self-doubt. Each of
the participants shared that it would have been their wish to have mentors who “looked like
them,” yet that was often not the case. Oftentimes their mentors did not work in the same space
or industries they did. When asked about the impact of mentorship on her career, Monica
reported, “If it weren't for mentorship, I really don't think that I would have been able to take the
steps and make the strides to like, even get on the corporate path.” Monica shared that when
Black women witness others who look like them thriving in C-level roles, it normalizes their
presence and ambitions, fostering a sense of belonging and confidence in their own abilities.
Mary stated,
It is very hard to find mentors who look like us. To find Black women who have
made it, they've gotten to a certain level, and to find them as mentors, first of all, that's
very difficult because there just aren’t many of us. I don't know, the lack of mentoring
options just adds weight on my shoulders to be successful in this environment.
Barbara echoed the sentiment shared by Mary and spoke candidly about her inability to
secure mentorship from other Black women and reported,
I definitely have mentors, but my mentors don't look like me. In my experience it has
been challenging to find Black women in leadership roles that can help in navigating the
spaces that I'm in. It is really White men and White women, and they don't understand the
intersectionality of my identity.

55
Freeda revealed that few of the older and more experienced Black women she has come
across during her career had ever reached the level she aspired to, and this scarcity heightened
her ambition to excel within corporate life and be a visible example to others. “It makes you a
little bit more driven in your success and accomplishment because you have so much riding on
the fact that you want to be a good reflection for those you would like to uplift,” she told me.
Freeda also shared,
I had so many Black people just reach out to me, and you just hear their voices, and you
could just tell that they were like: ‘Oh, you did it. This is great.’ Like I’m looking up to
you, you know? So, it just makes you realize just how much people start to look [at] you
to see that they can actually do it. And so, it just, I don’t know, the lack of mentors just
puts more responsibility on my shoulders to be successful in this environment.
Darlene viewed mentorship as a critical and valuable resource for professional growth,
however, she struggled to secure a mentor who she felt would be able to adequately support her.
She was uncertain whether it was her current environment, cultural context, or a matter of being
in the wrong place. Darlene wondered if her professional aspirations as a Black professional
woman and mother did not align with what her executive team identified as a potential leader.
Darlene went on to say, “The fact that we all have not had mentors is not fair. Life isn’t fair. But
sometimes it’s important for you to give to others which you never had yourself.”
The participants unanimously emphasized the crucial role of mentorship in their own
journeys towards leadership positions, acknowledging that it was not only essential for their
personal growth, but also instrumental in gaining access to valuable opportunities. The
participants also spoke of their commitment to paying it forward by serving as mentors
themselves to the younger generation of Black professional women. The participants recognized

56
the need to provide the support and guidance they wished they had received during their own
careers, ensuring that these emerging leaders are better prepared and equipped with a support
system to navigate the challenges they may face in their ascent up the corporate ladder.
Theme 2: Corporate Culture and Inclusivity
Participant responses confirmed the profound impact, corporate culture, both positive and
negative, can have on the experiences and career trajectories of Black women who seek to attain
C-level or executive positions. The research participants collectively supported the importance of
diversity and inclusivity in corporate America, specifically in executive leadership positions. The
issue, as observed by Myra, Sherry, and Terra, is the feeling of being an anomaly due to
insufficient representation. Myra often used the term ‘exhausting’ when describing the
unrelenting expectation that she be the ‘voice of all things Black’ in her organization. This
concern is perpetually on their minds, presenting a considerable burden. Sherry confessed to
feeling ‘saddened’ by being repeatedly ‘left out’ when her colleagues scheduled after work
outings. The participants found it challenging to be in environments where there are few others
who share their appearance or come from similar backgrounds, highlighting the isolation that
comes from such underrepresentation. Myra also proclaimed herself to be ‘angry’ when told she
would not be taken seriously if she changed her hairstyles too frequently.
Inclusion is Critical
As the participants discussed, inclusion in corporate America is key to their professional
success. This sense of belonging and connection to the workplace fosters a positive self-image,
boosts motivation, and was a driving force in their desire to excel in their roles, positioning them
for advancement to higher levels of leadership. When asked about the importance of inclusivity
and representation, Terra shared,

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The landscape does not look too good for us. There are not many of us and it really does
make me question if it really possible to make it to that C-suite as a Black female, not just
in technology, but in corporate America in general.
A recurring observation by each of the participants was the absence of representation at
the highest levels of executive leadership and they were often the only Black face in senior
management, which made them question the likelihood that they would even gain access
themselves.
Monica believed that the presence of Black women in leadership roles serves as strong
affirmation to others that their ambitions are both valid and achievable. Such visibility serves as
a source of inspiration, encouraging more Black women to strive for leadership positions
themselves. Monica reported, “Whatever you see makes you feel like you can actually be it. And
if you don't see it, then you just naturally question, can I actually do that? So, representation is
huge.” The participants urged that true inclusion at the corporate level goes beyond
representation and requires a deep commitment to dismantling systemic barriers, addressing
unconscious biases, and creating equitable access to opportunities and resources. Barbara noted,
“We have to figure out how to break this cycle in some way. Representation is huge and right
now, it is very saddening to think about the fact that it's non-existent.”
Myra reported her observations from her career in public relations and communications,
noting the scarcity of leaders who are women of color or people of color in general. She reflects
on the notable absence of representation, which was evident from the start of her first significant
position in the industry. At that time, she was employed by a national public relations firm that
operated two offices, one in Los Angeles and the other in New York, where the lack of diversity

58
among leadership was palpable and left an impression on her about the industry's challenges
regarding inclusivity.
Diversity Matters
Myra was adamant that she would not compromise her mental well-being for the sake of
employment or assimilation into a workplace. She believed firmly that if an organization could
not genuinely value diversity, then it was not the right place for her. She had reached a point
where such compromises were no longer a practice she was willing to entertain. Myra stated,
“You know, we're in a very red state that is attacking DEI at this time. There's a huge attack on
[DEI].” Mary finds it intriguing to observe the dynamics at play in decision-making processes,
especially when the diversity among the participants is limited. Mary went on to say,
It's fascinating that we have more diversity at the board level, but we still don't have a
Black woman there, and honestly, I don't think … I don't ever want to say never, but I
don't think we're going to have a Black woman on our board.
Carla reflected on positive experiences in her career, particularly in senior roles, where
she was part of an organization led by a CEO and executive team who highly regarded diversity.
Carla believed her organization embraced having a variety of genders, races, religions, and
geographic backgrounds on their executive team, recognizing the value of diverse perspectives
that are often missing in homogeneously composed groups, such as those predominantly made
up of White males in the Midwest. Carla witnessed firsthand the transformative impact of such
diversity. She recounts a scenario where the newly appointed CEO encountered a predominantly
White, male executive team and proactively established a task force with the mandate to identify
and address the existing shortcomings by gathering necessary insights, highlighting a
commitment to understanding and rectifying the lack of diversity.

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Microaggressions and Discrimination
Each of the participants highlighted the insidious nature of the microaggressions they
encountered, noting that the subtlety of these experiences often led them to refrain from
addressing the incidents. Regrettably, each participant recounted numerous instances of
encountering microaggressions and discrimination, with the severity of these experiences
varying from relatively 'mild' occurrences to incidents potent enough to potentially induce longterm trauma, necessitating extensive and continuous therapeutic intervention. Consequently, each
participant reported adopting a strategy for her own mental and emotional well-being, deciding
not to engage in every potential battle. This strategy facilitated their navigation through corporate
experiences without yielding to perpetual feelings of frustration or anger.
Frequency. Upon reflection, each participant overwhelmingly maintained that these
behaviors were so pervasive and persistent that they harbored concerns about being perceived as
troublesome or disruptive if they were to confront every instance of such conduct. Terra
disclosed that she was so “traumatized” by the relentless microaggressions and flat-out
discriminatory practices she endured she faced in her workplace that contemplated legal action
when leadership did not take measures to reduce these incidents but decided instead to just leave
the organization.
Darlene shared an illustrative account of her experiences with microaggressions, framing
her narrative around a specific incident. While collaborating with a pastor from a mega church,
Darlene, a Black male account lead, and her White male boss were preparing to interview staff
members of a predominantly Black church in the South. They were discussing their plans in the
agency's center when Darlene suggested to the Black lead that he proceed with his interviews.
Upon offering her readiness to participate as the mid-level employee responsible for conducting

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interviews, she turned to her boss for his input. In response, her White boss expressed his
reluctance to join, citing he did not want to be perceived as the “token White guy,” revealing the
nuanced dynamics of racial awareness and microaggressions within professional settings.
The constant need to prove oneself and counter stereotypes takes a heavy toll on Black
women's mental well-being. When sharing some of her experiences with microaggressions,
Darlene said, “You don't realize them until way after the fact. I was in my previous role for 6 and
a half years, and it wasn't until I left that agency and went and worked at another agency, and
then started talking to people that I said to myself, ‘that was really bad’, When you're in the
moment you don't realize it.” Sherry explained that she found herself second-guessing her
abilities and experiencing imposter syndrome, a psychological pattern in which individuals doubt
their accomplishments and fear being exposed as a fraud. Sherry shared the critical importance
of self-affirmation and reminded herself regularly that she belonged in her role because she had
earned it. Sherry went on to reveal
I tell myself regularly that I am supposed to be here. I worked hard to be here. I did not
take any shortcuts. I did not take any handouts. I did all the work I am credible in this
space. I am viable, I am degreed, I am capable.
Eight of the 10 participants described experiencing self-doubt and wondered if they
would be able to remain in their roles with their sanity intact. The participants further expressed
that some of the comments they would hear from colleagues were so shocking they could hardly
believe their own ears. For example, Terra talked about one such incident and how the
experience made her feel:

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When I was in my last position, I literally had PTSD from all of the microaggressions.
One of my colleagues came to me and said: “You know, if you people stop having kids
out of wedlock, your community would improve.”
Terra took an extended moment to contemplate her previous statements before
elaborating on how the circumstances necessitated her to adopt a persona that was 'outside of
herself' daily, a strategy employed to uphold her professional demeanor in the workplace. Terra
went on to state,
“I can say, just as a Black woman, I think that, sadly, it happens so frequently that we just
ignore it as sort of a way to just be able to manage it; it’s like going into survival mode, if
you will.”
Impact. Freeda contemplated the often-heavy responsibility she felt as a Black woman,
tasked with the perpetual role of educating others about her culture, what is deemed appropriate
or not, and dismantling stereotypes. She had come to the realization that attempting to correct
every misconception and bias could easily consume her entire day, becoming a laborious task in
an environment where remarks excluding or misunderstanding Black people are commonplace.
Consequently, Freeda has adopted a strategy for her own mental and emotional well-being,
deciding not to engage in every potential battle. This approach allows her to navigate her
corporate life without succumbing to constant frustration or anger over inappropriate comments.
Freeda emphasizes the importance of choosing her battles wisely to maintain her peace and
remain focused on her professional and personal growth.
Terra notes the swift action typically taken against sexual harassment in the workplace
contrasts sharply with the response to racial microaggressions against Black women. The latter
often meets with a lack of direct action, as the desire to ascend professionally compels them to

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maintain harmony. She observes that Black women are conditioned to avoid causing
disturbances, fearing such actions might obstruct their career advancement. Terra shared, “At the
end of the day, it's not okay, and as my therapist said to me, keeping the peace is destroying my
peace.”
Sherry recounted an experience during a phone screening for a job where a male
interviewer noted that she was ‘very articulate,’ a remark she interpreted as a significant red flag.
Fortunately, due to the geographical location of the job and her unwillingness to relocate, she
had the option to withdraw from consideration. She found the comment objectionable and even
confronted the interviewer by asking, “How would he expect me to speak?”
When asked about the ways in which microaggressions may have impacted her selfidentity, Myra disclosed,
Whenever we talked about social injustice prior to 2020, it was just a burden as a Black
person, you know. It is what it is and you just kind of go with the flow. I think what has
evolved is me figuring out ways to fight against those, the microaggressions, the sort of
unspoken rules that create barriers to move forward.
Over time, the cumulative impact of these microaggressions led to feelings of self-doubt,
anxiety, and emotional exhaustion. Sherry shared, ”Dealing with all the bullying and
microaggressions took its toll on me, I mean I literally had to go to therapy afterwards because it
was so bad. Like the mental stress carried over into my home life.” This can be particularly
challenging when there is a lack of representation and visibility of Black women in leadership
positions, as it reinforces the notion that they do not belong or are not capable of succeeding at
the highest levels. Echoing this theme of lack of representation, Terra declared,

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I’m just a girl from the hood that was not expected to do much. People did not think
much of us, you know. So sometimes I have to say, this is my reality. Yeah, you are here.
But sometimes there's fear that I'm going to go back to that place. I've done everything to
raise my children in a different environment where they don't have to roll out the bed
because of gunshots and crawl to the hallway, you know. I definitely suffer from
imposter syndrome. I'm working on my doctoral degree but, despite the education,
despite the career, I still have moments where I feel like it’s not real. I feel like I haven't
done the work to really deserve to be here.
Each of the participants shared stories that emphasized the value of having representation
in leadership positions and how those Black women would ideally be able to provide support and
access to opportunities in ways similar to their White counterparts, whether it be from a
mentorship perspective, networking events, or assignments to high-visibility projects.
Self-Concept and Identity
The analysis of the interview data revealed emerging themes that illuminated the lived
experiences of the participants in their journey toward C-level positions in corporate America
and how these experiences influenced their self-perception and sense of identity. Sherry, Lisa,
Darlene, and Monica candidly disclosed that their ascent to the C-suite had profoundly
influenced their sense of self and identity. The persistent microaggressions and the pervasive
questioning of their competencies and intellect periodically exacerbated feelings of 'Imposter
Syndrome,' leading them to doubt their capacity to attain their aspirations. Each of the
participants did acknowledge that the continuous exposure to these negative experiences had the
potential to profoundly impact their mental health, if not properly addressed. They described the

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incessant need to prove themselves and navigate the intricacies of a corporate environment as
mentally and emotionally taxing.
Self-Efficacy
A concept introduced by psychologist Albert Bandura, Self-efficacy refers to one’s
confidence in their ability to guide or influence their motivation, goals and agency over their own
capacity to achieve their desired goals, despite their surroundings (Lopez-Garrido, 2023). Each
of the 10 participants articulated professional ambitions and apprehensions that diverged from
the conventional, systemic paradigm that relegated women to lesser roles as a result of systemic
racism and discrimination. These impediments transcend external factors, such as systemic or
individual bias or overt discrimination, and permeate internal domains, impacting self-esteem
and confidence.
The research mirrored the experiences and perspectives conveyed by the participants.
Terra shared, “You have to keep people around you who can reinforce how impressive you are
as a Black woman, as a Black person.” The experiences shared by the participants aligned with
the findings of broader research, highlighting that for most Black women in corporate America,
the path to C-suite positions involves traversing an environment where their expertise and selfvalue are consistently undermined by implicit biases. This pervasive issue has a significant
impact on their sense of belonging and identity within the professional realm. For example, Terra
said,
I had to have a lot of therapy because being in these spaces is triggering and I often have
to go back and just affirm my worth. You are here, and it’s because of what you bring,
you are an asset. You add value….I have to do a lot of affirming and introspection to not
allow the actions and ignorance of others to, you know, make me question my worth.

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Lisa emphasized the importance of having a mentor as an affirming presence as she
endeavored to maintain a positive self-concept and self-efficacy while pursuing a position in the
C-suite. She advised seeking out a strong, successful Black woman who would be able to
provide encouragement and support. Lisa stressed that it was crucial to find someone willing to
offer guidance and support throughout the journey. She referred to this support system as a
“board of directors,” suggesting that one should build a network of people to turn to for advice,
discussion, and learning opportunities. Lisa strongly cautioned against attempting to navigate the
path alone.
Barbara stressed the importance of maintaining a resolute sense of self, a developed
knowledge of her rights, and an acute awareness of who she was, what she intended and of what
she was capable. This approach was key to Barbara ensuring that she did not fall prey to
pathological self-doubt. Barbara’s response had been to think, “I’ll just do my job and give it my
best, and then people will like my work and they’ll respect me for who I am.”
Freeda advised expanding one's circle beyond the workplace, as representation in her
organization was non-existent. She suggested connecting with individuals who are also focused
on growing their careers, even if they are not in the same line of work. Freeda further
emphasized that there was an opportunity to gain experience from everyone and that sharing
experiences could foster both personal and professional growth. By observing how others
navigated their careers, Freeda asserted that she could gain valuable insights and apply them to
her own journey.
Myra, repeatedly lamented that she felt “exhausted by the constant navigation of White
America and the pressure to mute my Blackness to avoid intimidating my peers and colleagues.”
And Darlene added, “This ongoing expectation to conform and assimilate to American culture,

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standards of beauty, and acceptability has taken a toll on my mental health.” The participants
described the relentless effort required to suppress aspects of their identity, culture, and selfexpression to fit into the dominant corporate culture, which often values and rewards adherence
to Eurocentric norms. During our interview, Carla, who wears her hair in braids, shared the
following,
My friend and I were at a local bar having pizza and a White woman overheard
us talking about work and, you know she sort of interrupted us, and she said, “You
work in corporate America with your hair like that” and I was like, “Excuse me, I'm
sorry, what are you talking about?” As a White woman, she will, always, assume our hair
needs to be a certain way. We have to be dressed in a certain way, because she knows
that that is a currency for us to be valued.
When asked about her response to the stranger offering her unsolicited opinion, Carla
expressed that she was not surprised at confronting these racist tropes are not limited to the
workplace.
Barbara stressed, “You know, you have to have your village around you so that you don't
feel crazy. Because if you stay on the corporate path and it's all White, White, White, yes, you
will likely go insane,” and Darlene shared, “One thing I would say is don't sweat the small stuff,
even if it's really big, because in corporate those things happen.” Carla shared words of advice
she would have given her younger self that she believed would have helped her manage the
stress and trauma of self-doubt, “First is, build your network, find your people, get your tribe.”
Conversely, amidst these challenges, the notions of courage and readiness have emerged.
Each of the 10 participants expressed the hope that by legitimizing their pursuit and attainment
of these positions, as well as affirming their competence, they could transcend expectations and

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challenge the status quo for women. Freeda proposed, “having that diverse voice has been
affirming to me.” Freeda proceeded to elaborate on the strategies she had effectively employed
to navigate interactions with those who have cast doubt on her intellect and competence,
explaining,
Challenging my insecurities, the way I make decisions, and how I see myself has been a
really powerful experience. Having strong support from others, guidance from mentors,
and believing in my own value without needing others to affirm me has made me much
stronger.
When asked about whether she had experienced pressure to adapt to corporate norms that
conflicted with her authentic self, Monica responded, “Yes, definitely conformity for most of my
career, and I didn't think about it. I just thought this is what I needed to do.” Monica explained
how the process of identity negotiation is an ongoing pursuit, involving deliberate selfpresentation, evaluation of interpersonal dynamics, and leveraging their unique perspectives.
During our interview, Barbara stated,
Me not having a mentor and navigating this space. That's my motivation. To make sure
that I'm helping others. The things that I've endured, you know the company I worked for
prior to this, I should have had a lawsuit against because of the discriminatory things and
racist microaggressions that I experienced. It was my naivete. It was my ‘don't rock the
boat’ mentality, and fear. I feel as if I had had someone that had already navigated this
space to pour into me and say, hey, this is how you deal with this. I hope that I can help
someone else, you know, minimize or even mitigate having to deal with the trauma.
That's my motivation, right? I want to teach younger, Black women that are aspiring to
use their voice and not to be afraid in this space.

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The participants agreed that serving as a mentor to others was one of the finest strategies
they could deploy to facilitate the development of a lasting and powerful self-efficacy for
younger Black executive women. Providing that support and affirmation was deemed an
invaluable commodity.
Professional Identity
All participants reported that navigating the corporate environment had impacted their
self-identity and self-concept as a Black woman. Monica acknowledged that she was well aware
of the challenges and disparities she faced. She emphasized that reaching elevated levels of
success inevitably comes with obstacles, particularly for Black women like herself. Monica
shared, “This may seem strange, but I worked so hard at blending at not being this threatening
person, and not being too Black. I've worked very hard at making others feel safe.”
Monica shared examples of how her position and expertise were often overlooked and
underappreciated. She recounted a specific incident where her team's hard work and her own
contributions were disregarded during a provider summit. Despite having built the department
from the ground up and being the point of reference for training and best practices, Monica was
excluded from the planning process, and her presentation was poorly executed by others. This
left her feeling completely overlooked and disrespected.
Monica noted that she experienced a lack of respect for her voice, input, and expertise,
even though she was the subject matter expert for her business unit. Last-minute meeting invites
and being forgotten altogether were common occurrences and she believed that these challenges
not only reflect systemic issues within her company, but she also occurrences which she
attributed to the intersectionality as a Black woman.

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Myra shared a personal experience where her hair became a topic of discussion. She
recalled a conversation in which she was advised to stop changing her hair frequently, as it could
be perceived as a distraction from her intelligence and contributions. This feedback was
particularly challenging for her to accept, as she was merely embracing her natural hair. The
notion that her hair and personal style choices could be seen as distracting or taking away from
her professional abilities was a difficult concept for Myra to grapple with. The pressure to
conform to certain expectations and standards of appearance, which often align with European
norms, placed an additional burden on her as a Black woman and her professional identity. Myra
declared, “It is just so exhausting when you have to be somebody that you're really not, but you
have to fit in.”
Terra, while discussing her self-identity, recalled her experience as the highest-ranking
Black woman in her current corporate role. She was the first Black woman, first woman, and
first person to hold her position, which involved launching a corporate foundation. Terra's
personal journey and identity have equipped her with the skills to interpret situations uniquely.
She shared instances where colleagues consistently mispronounced her name, despite her having
collaborated with them for years. Terra perceived this behavior as disrespectful and attributed it
to her being a Black woman who was not supposed to be in her position.
Terra also noted that everyone had different lived experiences. Unlike many of her fellow
participants, Terra dismissed the notion of imposter syndrome and believed that her upbringing
allowed her to be firm in her belief in her hard-earned place, her confidence, and her “right to
occupy every space” she found herself in. This assurance in her abilities and her refusal to
diminish her presence were aspects she acknowledged might also contribute to the challenges
she faced.

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Professional Development Opportunities
During the interviews, when discussing opportunities for professional development, the
participants revealed predominant subthemes that centered on the scarcity of access and the
difficulties in securing high-profile projects and visibility, particularly in contexts where
resources allocated for professional growth were restricted. Another salient subtheme that
emerged was negotiation, underscoring the pivotal role of self-advocacy strategies in optimizing
prospects for advancement and progression within their professional trajectories.
Access. Barbara shared that her organization did provide external opportunities for
professional development, and when it was offered, she always took the initiative to inquire
about the available budget. Once she had a clear understanding of the allocated funds, she
carefully selected the training or conferences that aligned with her needs and goals. Barbara
emphasized the importance of investing in herself to ensure that she remained marketable in her
field. Her primary objective was to maintain her professional reputation and marketability.
Freeda stated that there were few professional development and skill-building
opportunities within her organization so, “… as part of me being more active in my career
development in the last 2 years, I'm on LinkedIn a lot.” Lisa reported that the organizations she
had worked for unfortunately did not have strong formal professional development programs.
While these organizations had paid for many of the experiences she has had, they had not been
initiated or provided by the organizations themselves. Interestingly, in her current role, Lisa was
actually responsible for running the company's internal leadership development program.
Over the years, Lisa's professional development has been skill-based, and her
organizations have often paid for it. However, when she encountered situations where her
manager would not approve professional development opportunities, Lisa took it upon herself to

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pay for them out of her own pocket. She believed that she was ultimately responsible for her own
professional growth and could not leave that responsibility to someone else. Lisa further
recounted,
When I see that other people are given opportunities, resources, or professional
development, that lets me know there's something about me. In the generation, the time
of which we're working, you know, it's subtle. People aren't going to flat out, come out
and say it. I interpret those situations and say, okay the thing that's different here is, I'm a
Black woman and people aren't comfortable because I'm not staying in my lane, or I'm
not staying in my place, or trying to make too much change.
Darlene's approach to accessing professional development opportunities within her
current organization was characterized by a sense of necessity, urgency, and a belief in her
entitlement to these opportunities. She emphasized the importance of not being shy about
pursuing any workshops or training programs offered by the company and assertively asking for
tuition reimbursement or other forms of financial support for professional development.
Darlene acknowledged that companies might try to “play games” when it comes to
approving these requests, but she stressed the need to push back and persist until the necessary
paperwork was signed. She shared a specific example where she had to repeatedly follow up
with someone who seemed reluctant to sign off on her participation in an MBA certificate
program, giving excuses such as “I'll get to it,” “I didn't see it,” or “Can you send it to me
again?” In response, Darlene maintained a firm stance, insisting that the paperwork be signed
promptly, especially when the program was set to begin the following week.
Darlene’s experience highlighted the importance of advocating for oneself and not
allowing others to impede access to valuable professional development opportunities. Darlene's

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approach was rooted in the belief that these opportunities were not merely optional but were
essential for her growth and something she was entitled to as an employee. Darlene readily
added, “I think it's so important to know that you have to invest in yourself and don't wait for
someone else to invest in you.”
Negotiation. Mary found that she was always able to make the ask when it came to
negotiating for professional development opportunities. As she negotiated increasingly
throughout her career, she became increasingly comfortable with the process. However, she
confessed that in the early stages of her career, she “definitely hesitated and did not believe I had
the right” to ask for support with things like tuition reimbursement or certifications. Mary
questioned why the company “would want to spend money on me” and felt “grateful to simply
be there,” acknowledging that there were few people like her in the workplace, so she did not
want to be viewed as “a problem.”
As Mary progressed through her career and negotiated in various scenarios, she claimed
to have “grown more and more comfortable” advocating for herself. She now recognized how
critical it is to ask for help with training, experience, and even compensation when appropriate.
Mary understood that failing to ask for these things could eventually lead to a situation where she
would not have the necessary qualifications or skills to be hired for desired positions in the
future. Mary emphasized the importance of self-advocacy and continuously pushed herself to
make requests, even if they were not always granted.
In response to the question about professional development opportunities within her
organization, Barbara acknowledged that it was necessary to demonstrate how investing in her
growth and development could yield a return on investment for the company. She emphasized
the importance of highlighting the value she could bring to the organization as a whole. Barbara

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stated, “The interesting thing is, you would have to prove to them why you are valuable, and then
why it would benefit them to invest in you.”
Barbara went on to say that if she found herself in a situation where her company was not
supportive of her professional development, she would take the time to build a case for why
investing in her skills was crucial. She would focus on how she could utilize the acquired skill
set to advance the organization's long-term goals. Barbara believed that it all came down to the
return on investment. Unfortunately, Barbara recognized that, as a Black woman, it may become
necessary to “sell herself again” each time she made an ask.
Carla recognized that she needed to learn how to ask for professional development
opportunities as she negotiated or sought new positions. She was unsure about how to bring up
the topic in conversation, especially since it had been over a year since she last had the
opportunity for growth. While hesitant to describe her situation as desperate, Carla
acknowledged that she was in a challenging position and needed assistance.
At the time of our interview, Carla was seeking guidance on how to effectively phrase her
request for professional development during negotiations. She had come to the realization that
executive coaching would be beneficial for her, and she needed someone to help her navigate
this process and advocate for her own growth and advancement.
Summary of Findings
Based on the analysis of the interview data, several emergent themes were identified.
These included the crucial link between mentorship and sponsorship with career advancement
and self-efficacy, the influence of corporate culture and a sense of belonging, the widespread
occurrence of microaggressions and racism affecting stress, mental health, and self-esteem, and
the limited availability of professional development opportunities. Other themes highlighted the

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importance of resilience and coping strategies, the complex interplay between personal identity
and professional life, and the critical role of advocacy and a supportive network in facilitating
career progression.
Findings from this study demonstrated the multiple complex challenges and barriers the
participants navigated, with many of them alluding to a ‘battlefield’ they endured on an almost
daily basis while coping with the microaggressions and sometimes blatant racism. The
participants also spoke of the lack of resources and support that oftentimes thwarted their
progress. Conversely, the participants of this study also shared instances of encouragement,
advocacy, and affirmation from their ‘tribe’ and the external support systems that facilitated their
resilience and experiences as Black female executives. While the women displayed great
strengths in their perseverance in advancing as executives, it was clear that in several areas there
could be some targeted interventions and evidence-based recommendations that would greatly
improve their journeys and experiences in corporate America.
In our conversations, every participant highlighted the role that representation,
mentorship and sponsorship played in their efforts to attain their goals and navigate the corporate
world without sacrificing their mental wellness. When organizations design a culture that
emphasizes these priorities, Black women can excel, find support, overcome feelings of imposter
syndrome and attain their goal of making it to C-suite. Their stories illustrated the role that
mentorship, sponsorship and corporate inclusivity played in creating a sense of working selfhood
belonging and career resilience, and also highlighted the importance of escaping
microaggressions and being more inclusive.
The participants' narratives highlighted the vital role of mentorship, sponsorship, and
inclusivity within corporate environments in cultivating a sense of belonging and promoting

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career growth. By focusing on their own sense of self-efficacy, they learned how to manage
imposter syndrome and find support. The tenacity of working selfhood is demonstrated in how
participants talked about being mentored and feeling a sense of inclusion, as well as addressing
structural problems such as navigating the cement ceiling, and not being given high-visibility
projects. All these factors pointed to the issue of self-advocacy, of speaking up, irrespective of
one’s position, whether it was asking for a salary increase or a promotion.
These participants saw self-concept and identity as core elements throughout the
interviews, revealing why corporate experiences had such an impact on job self-efficacy and
professional identity. Two of 10 of the participants described experiences of having dual realities,
receiving support and also being discriminated against by the same corporate contexts,
highlighting the complicated interplay between personal aspirations and the expectations from
the workplace. They describe the workplace as a battlefield, spoken of in terms of the support
and advocacy needed, the allies in peer groups and the senior benefactors who were more likely
to be sources of support in navigating work.
While all of these things are great to have in place, not one of them could shield the
participants from the immense challenges of their upward trajectory from middle to the C-suite
as Black women. The participants described a brutally long, slow and exhausting process as the
norm, illuminating the barriers embedded in corporate culture and the systemic nature of bias,
forcing a deeper understanding of the toll of that process on being Black on the job. As policy
recommendations, they called for structural change not just in industry but also for those who
espouse diversity as a value.
The research questions guiding this study aimed to gain a deeper understanding of the
participants' viewpoints, grounded in their lived experiences as Black women navigating the

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corporate environment in their pursuit of attaining C-level executive roles. To address these
research questions, 10 individual interviews were conducted and analyzed through a rigorous
qualitative process. The subsequent sections are structured to present broad findings pertaining to
each research question. The chapter culminates with an overarching summary that synthesizes
the overall findings unveiled through this study's exploration of the participants' narratives and
lived experiences.
To maintain the integrity of this qualitative study, participants answered open-ended
questions from their lived experiences during individual interviews, and the researcher utilized
an interpretive analysis of these self-narratives to explain the multifaceted challenges, systemic
barriers and resiliency strategies they developed. The open-ended questions were recorded from
firsthand accounts of their lived experiences that delved into the nuances of navigating through
systemic racism, stereotyping, microaggressions, and lack of access to networking and careeradvancing opportunities.
Chapter Five covers these areas and offers a series of concrete and evidence-based
recommendations geared towards addressing the key issues highlighted in the study and rooted
in the lived experiences of our participants as well as research and best practice. Through efforts
to meet these challenges and problems head on, Chapter Five will provide readers with specific,
suggested actions and solutions that can be applied by organizations, leaders and other
stakeholders responsible for designing, implementing, operating and improving corporate
systems for greater diversity, equity and inclusion, with particular emphasis on the challenges
that Black women face in becoming executive leaders.

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Chapter Five: Discussion and Recommendations
The chapter will include an in-depth exploration of the key findings from the study, along
with a comprehensive set of evidence-based recommendations designed to address the primary
issues identified through the research. Additionally, I will present recommendations for practice,
outlining specific steps that organizations can take to create more equitable and inclusive
workplaces that support the advancement of Black women in corporate leadership.
The research questions used to guide this research study were:
1. How do the lived experiences of Black women aspiring to C-level roles in Fortune
500 companies shape their self-perception and internal sense of identity as they
navigate and operate within the corporate sphere?
2. How do the supportive or adversarial dynamics within corporate environments
contribute to the self-concept and self-efficacy of Black women seeking to break
through barriers and attain C-level roles in corporate America?
Moreover, the chapter will include a discussion of the limitations and delimitations of the
study, noting any constraints or demarcation present in the research process or in the
generalizability of the conclusions. This allows the reader to better contextualize the meaning
and reach the study’s conclusions. I will also provide recommendations for future work by
offering invaluable insights into the lived experiences of Black women leaders, again tackling
areas where the samples in this study either excels or presents certain challenges . These will
hopefully build on the current findings and facilitate understanding of the lived experiences of
Black women leaders. Lastly, the chapter will synthesize the study and situate its findings and
implications for equity in a broader context. The ways in which the study’s findings and
recommendations advance the goals and work of diversity, equity and inclusion at the corporate

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level will be described. In doing so, I try to give context to the study’s conclusions and then
weave them into an advocacy discourse of social justice and organizational change. I attempt to
show how this research can generate a movement towards a more equitable and inclusive
corporate space for Black women and other underrepresented groups.
Discussion of Findings: Corporate Culture and Inclusivity
The starkness of the participants lived experiences, the contrast between support and
adversity, shaped not only their short-term experiences at the companies they worked for, but
also informed the broader conversation on diversity, inclusion and equity within corporate
America, indicating an urgent need to rethink how organizations can truly support Black women
ascend to the C-suite.
Opportunities for mentorship and sponsorship can help Black women acquire the skill
sets, networks and confidence needed for advancement, while also providing space for them to
articulate their own distinct perspectives and experiences (Dinolfo, 2019). As the participants
pointed out, so-called pipeline programs into leadership were emphasized as necessary for
providing more access to formal mentorship and leadership development. The participants also
expressed the need for more structures to help counter microaggressions in the workplace. The
findings in this study are corroborated by the existing literature, which will be further examined
in this chapter, and aligns with Black feminist thought's emphasis on the importance of
community and collective support in empowering Black women to navigate and overcome
systemic barriers (Collins, 2000). Dinolfo’s (2019) study fundamentally agrees that mentorship
and sponsorship are key to supporting Black women’s career progress by offering them the space
they need to be recognized and heard.

79
Ensuring that corporate culture and inclusivity exists in an essential function that
organizations should implement to support Black women at work (J. W. Smith & Joseph, 2010).
Each of the participants shared that they wished their organizations were committed to fostering
a more equitable and welcoming corporate culture. Study participants also expressed a desire to
work in environments where regular diversity and inclusion training were available for all staff
and believed that proactively addressing unconscious bias and channeling aggression directly
would help to eradicate toxic work environments.
Developing a culturally inclusive and diverse organization derives from the values in the
Black feminist thought theoretical framework, which centers on the power and richness present
in the diverse experiences and perspectives of Black women (Collins, 2000). The participants
agreed that organizations can create spaces that support Black women to show up every day at
work as their authentic selves. The participants further attested that these intentional inclusionary
practices could serve to be significant to the participants, and all Black women who have been at
the forefront of struggles for autonomy and agency yet continue to remain at the axis of
workplace exclusion, vulnerable to invisible and discriminatory practices.
Moreover, the participants maintained that a corporate culture of inclusivity would allow
Black women to be safely and authentically themselves in the workplace; that is, to show up as
their whole and true selves absent the pressure to contort themselves to fit within imposed ideas
of professionalism or accepted norms that do not align with their own Black identity. The
participants reasoned that this in turn can foster a sense of psychological safety for Black
women, allowing them to share future initiatives, celebrate recent successes, and express how
they feel. The participants also suspected that corporate inclusivity could also provide a tangible
benefit for the organization, promoting creativity and innovation when a diverse range of

80
perspectives and qualities are brought to the table. The participants asserted that the absence of
this type of corporate culture leaves Black women in constant doubt and grappling with their
psychological safety in the workplace, especially given the many brushes they have with
systemic barriers and microaggressions. The study participants frequently referenced feelings of
‘exhaustion’ and a ‘sense of powerlessness’. The study participants further shared that the
continual strain of navigating a corporate culture that lacked inclusivity had grievously impacted
their mental health.
The research supported the participants’ narratives. When workplaces prioritize an
inclusive culture, tapping into and connecting with diverse perspectives leads to a 33% increase
in innovation and a 27% increase in team collaboration, according to research by McKinsey &
Company (2022) and Lean In (2020) By promoting an inclusive corporate culture, companies
can help Black women achieve their full potential and reach their fullest potential as
professionals. The participants collectively discussed feeling isolated and not included as part of
the team. The participants also stated that their contributions were routinely ignored or co-opted
by a White peer. Organizations can benefit from having a team that promotes creativity,
especially when each team member represents a unique set of perspectives, qualities and skills
worth sharing and embracing. Workplaces that embrace authenticity and diversity often find it to
be a proven strategy for organizations invested in long-term success (Lean In, 2020: McKinsey
& Company, 2022).
Similarly, a corporate culture that is inclusive and that welcomes the empowering voice,
and shared experiences of Black women is likely to contribute to their development as careerready leaders. As posited by J. W. Smith and Joseph (2010), the proportion of Black women in
leadership positions is likely to be influenced by companies employing inclusive practices. These

81
might include mentorship programs and managerial engagement in bias training. When
companies actively promote inclusive organizational cultures of where Black women are
permitted full and authentic participation, the talents of Black women can be fully realized as
beneficial to the company, its employees, stakeholders and resource shareholders. The basis for
building an inclusive culture is to provide adaptive leadership. It is a strategic imperative for
companies to be responsive to their members and their climate of change to be innovative and
responsive to the needs of a changing client base (J. W. Smith & Joseph, 2010).
The participants collectively revealed epidemic rates of microaggressions in their
corporate environments, frequently described as ‘traumatic,’ ‘exhausting,’ and ‘debilitating.’A
critical step in addressing instances of microaggressions and instances of discrimination is to
establish clear policies and procedures for reporting and eradicating them. Black women
experience microaggressions at work that can dampen self-efficacy and affect mental health
(Bernard et al., 2018). Participants reflected that these daily occurrences of microaggressions can
shape confidence levels, foster self-doubt, and can often contribute to imposter syndrome.
As reflected by the participants, microaggressions experienced every day often take a toll
over time, leading to burnout, anxiety, and depression (Bernard et al., 2018). The guiding tenets
of Black feminist thought highlight the importance of recognizing and addressing the struggles
experienced by Black women in the workplace. As a result, Black women in the office
experience elevated levels of psychological stress, anxiety and depression (E. Reid, 2017). A
study by Lewis et al. (2018) found that Black women who experienced microaggressions
reported higher levels of emotional exhaustion and lower job satisfaction compared to those who
did not. Moreover, the persistent exposure to microaggressions can contribute to the

82
development of imposter syndrome, where Black women doubt their abilities and
accomplishments despite evidence of their competence (Bernard et al., 2018).
Each of the participants expressed a desire for access to formalized professional
development within their organizations, or access to external professional development
opportunities. Eight of the 10 participants reported that this type of access was not readily
afforded to them and that they routinely received pushback when they inquired about
professional development opportunities. The participant narratives contend that Black women
have traditionally been given limited access to the opportunities afforded by high-visibility
projects and leadership roles, as well as to professional development opportunities such as
conferences, workshops and advanced education. More equitable systems for doling out projects
and funding for undertaking such professional development opportunities can thus help to level
the playing field and give Black women the experience and competence necessary to climb up
the ranks (land the coveted assignments and take the lead on high-visibility projects). This aligns
with what Collins’ (2000) Black feminist thought identified as a paramount task of Black women
in leadership: they should learn to be fierce and empowered in navigating the same problems that
are present in being a Black woman in general.
Participants contend that access to professional development opportunities is linked to
opportunities for career advancement and success. Offering professional development
opportunities can be beneficial to Black women in the workplace in a few ways. The consulting
firm McKinsey & Company (2022) stresses that creating professional development programs for
Black women can help them acquire competencies to address some of their unique challenges,
and the skills, knowledge and networks can be useful in navigating the professional realm when
the stakes are high, as well as in elevating Black women to senior leadership positions. The

83
participants claimed that by taking advantage of professional development opportunities, Black
women can also feel empowered and develop more confidence to advocate for themselves and
their career aspirations.
Moreover, the participants found that providing Black women access to professional
development opportunities would help organizations establish a more inclusive, diverse and
equitable workplace culture. As Munson (2018) states, investing in the professional growth of
Black women signals an organization’s investment in its commitment to DEI.
Each of the participants discussed the critical nature of creating robust support systems,
or even seeking therapeutic interventions to create a safety net to manage the microaggressions,
dismissive behaviors, and discrimination they routinely faced. Creating resilience and nurturing
social support can help Black women take on the corporate world (Dale & Safren, 2018). It is
essential that Black women develop coping skills and resilience to protect against the
environmental encumbrances they often face in corporate settings. Black women should seek out
mentors and advice that can assist in more effectively cultivating the necessary resilience and
confidence they will need to successfully compete in the workplace (McGlowan-Fellows &
Thomas, 2004). Black women working in the corporate sector need to develop mental and
emotional resilience to function and cope with both the challenges and subtle prejudices of the
organizational structures they operate within. Cultivating a strong and resilient sense of self
coupled with working through coping mechanisms can help Black women to endure and
maintain their mental health (Dale & Safren, 2018).
The participants further expounded on the profound impact navigating the corporate
climate had on their own self-concept and sense of identity. The incessant battle against
microaggressions and lack of representation often caused them to experience imposter syndrome

84
and question whether they deserved to be in their roles. Black women have made significant
contributions to America throughout history, yet their achievements have often been overlooked
or undervalued (McKinsey & Company, 2022). Building systems for Black women to speak and
tell their own stories can lead to more inclusive and diverse corporate culture. This is at the core
of the Black feminist thought theoretical framework, and the emphasis on the validation of the
Black woman’s lived experiences.
It is widely known and documented that many of the same factors that have kept Black
women underemployed, in jobs where they endure backbreaking work through microaggressions
and discrimination, and facing the lack of avenues for career growth, have also led to the present
financial under compensation of Black women, which, over time, negatively impacts their
families and limits opportunities to develop generational wealth, as is enjoyed by their White
counterparts (Frye, 2023).
Recommendations for Practice
The proposed recommendations for strengthening mentorship and sponsorship programs,
enhancing corporate culture of inclusivity, and addressing microaggressions and discrimination
can be incorporated into a comprehensive program firmly rooted in Black feminist thought’s
theoretical framework to position a paradigm that inculcates the unique positionality of Black
women in organizational contexts as well as guides their empowerment from an intersectional
lens (Collins, 2000).
At the root of the Black feminist thought theoretical framework is intersectionality, the
idea that being Black and a woman is not reducible to being a woman and not reducible to being
Black, but rather intersectional, shaped by the confluence of identities such as race, gender, class
and sexuality (Crenshaw, 1991). With the addition of the proposed recommendations to

85
integrative programs, this means that Black women experience different barriers and difficulties
in the realms of employment that spring from systemic oppression and discrimination. All
programs designed to assist in the healing process must be able to account for the ways that
intersecting forms of marginalization impact Black women and provide targeted resources to
support Black women in building power (Cobb-Roberts & Esnard, 2020).
Perhaps the most crucial aspect of bringing the recommendations together is a mentorship
and sponsorship program for Black women specifically tailored for Black women, rooted in the
tenets of Black feminist thought, the ideas that “Black women must define for us, create for
ourselves and speak for ourselves” (Collins, 2002, p. 53); and that “Black women’s lived
experience is the locus of Black women’s scholarship” (Collins, 2002, p. 275)
Pairing Black women with senior-level allies who can provide guidance, advocacy and
opportunity would help counteract the ill effects of systemic barriers and propel advancement. It
would also help to foster a sense of community and solidarity among Black women, emphasizing
the power of collective strength and resilience. To ensure that mentorship and sponsorship
programs are successful, organizations must incorporate robust training for mentors and mentees
(McGlowan-Fellows & Thomas, 2004). For example, conversations that dig beneath the surface
can be facilitated around the nuances of navigating organizational politics, identifying and
setting career goals, and effectively addressing microaggressions, imposter syndrome, and the
double bind of race and gender (Bernard et al., 2017).
Black women will not likely involve colleagues because of a perceived threat to their
professional standing. Alongside mentorship and sponsorship programs, putting the
recommendations into action requires a multi-pronged approach that addresses the broader
organizational culture and systemic inequities (Commodore et al., 2020). This includes

86
establishing regular diversity, equity and inclusion training modules for all staff, with specific
relevance for topics that speak to the unique experiences that Black women face at work, such as
unconscious bias, microaggressions and the effects of systemic racism (Toll, 2024). Training can
help to create a shared understanding around inclusion, increasing the likelihood of staff
providing welcoming and supportive interactions.
First, these organizations should have clear policies for reporting and investigating
microaggressions or discrimination at work. Second, they should provide brief evidence-based
in-person trainings for individuals who have experienced microaggressions and discrimination
(Washington, 2022). If not addressed and corrected, microaggressions can become entrenched in
the organization’s culture. The organizations will want to incorporate education to recognize and
prevent microaggressions in workplace training programs (Washington, 2022). They should also
provide staff with information to support those experiencing discrimination or microaggressions
at work (Washington, 2022). These strategies can make a significant impact and institutions that
adopt a proactive and responsive approach to resisting microaggressions and discrimination at
work can lay the groundwork to create a safe work environment for Black women.
Finally, organizations are encouraged to implement a robust mental health plan with a
special carve out benefit to address mental health issues sustained by Black professional women
as a result of microaggressions suffered in the workplace. Recent research findings indicated that
employees expressed a greater likelihood of remaining at a company that provided high-quality
mental health resources. More significantly, many underscored the value of mental health
benefits over other employer-provided perks (Modern Health, 2022). By expanding mental
health support to promote well-being and offer culturally sensitive care, employees may access
tailored care that aligns with their current and evolving needs. These initiatives could involve a

87
mix of workplace adjustments and mental health services that extend beyond conventional
therapy. Specifically, such measures could include establishing employer-sponsored safe spaces
for Black female employees to address the impacts of microaggressions on their mental health
(Modern Health, 2022).
One of the best ways to ensure the program is a success is to clearly outline the plan and
its implementation timeline. The following table provides a proposed timeline for implementing
the key components of the program.
Table 2
Implementation Timeline
Timeline Initiative
Month 1–3 Conduct a comprehensive assessment of current DEI practices.
Establish a task force to oversee the development and implementation
of the comprehensive program.
Develop the mentorship and sponsorship program, including recruiting
mentors and mentees, creating training materials, and establishing
program guidelines.
Implement robust mental health carve out benefit.
Month 4–6 Launch the mentorship and sponsorship program.
Conduct initial training for mentors and mentees.
Implement regular DEI training for all employees.
Month 7–9 Establish clear policies and procedures for reporting and addressing
incidents of discrimination and microaggressions.
Provide resources and support for those who have experienced
microaggressions.
Month 10–12 Conduct a program evaluation to assess the effectiveness of the
initiatives and gather feedback from participants.
Refine and adjust the program based on evaluation findings.
Ongoing Continue to provide ongoing support and resources for the mentorship
and sponsorship program and DEI initiatives.
Regularly assess and update policies and practices based on feedback
and best practices.

88
Following the proposed timeline and sequence ensures a systematic and comprehensive
approach to integrating the proposed recommendations. The Black feminist thought theoretical
framework was the consistent and guiding compass during this process as the framework
grounds the legitimacy of Black women’s lived experiences and is integrated with the interests of
Black women to promote Black empowerment.
The recommendations above should be combined with a holistic program that embraces
the theoretical foundations of Black feminist thought, which could include acknowledging the
impact of systemic racism and deep-seated discrimination has had on an organizations culture.
Additionally, organizational leaders should address the biases from the cultivation of their talent
pool to the continuing education opportunities offered to their employees. Further, the
organization should make a clear statement on their stance by incorporating supporting language
into their mission and vision statements.
A commitment to strengthening mentoring and sponsorships, improving corporate culture
and addressing microaggressions and discrimination would serve as a strong guiding framework
for a program aimed at increasing both the retention of Black women in corporate America and
their leadership advancement and influence in corporations (Washington, 2022). A multi-year
program, constantly evaluated with premiums and program adjustments focused on supporting
the ‘pipeline’, can allow corporate America to expand its reach to an often-overlooked group of
employees (Recendes & Singleton, 2022). In turn, Black women who achieve professional
success are able to call attention to themselves and funnel their talent and expertise into more
diverse and innovative corporations.

89
Limitations and Delimitations
There were certain limitations and delimitations within the study that warrant discussion.
While the study achieved its objectives with a sample of 10 participants, it remained small in
scale. Additionally, the findings could not be generalized broadly as the participants were selfselected mid to senior-level managers representing diverse industries. An additional limitation
was the reliance on all participants truthfully sharing their experiences. Finally, another potential
limitation was the ability to gauge the nuances in tone when conducting interviews via Zoom,
although I was able to listen for voice inflections, as well as observe body language, tone, and
even tears during the interviews.
In terms of delimitations, the research exclusively focused on Black women who were
currently serving as mid to senior-level managers. This choice excluded Black women in entrylevel positions who might have had equally valuable experiences to share. Furthermore,
participants were required to possess a minimum of 5 years of experience in mid-level
management, a criterion aimed at ensuring their capacity to provide impactful narratives.
However, this criteria inadvertently excluded mid-level managers with fewer years of experience
who could have offered different perspectives. This approach also missed the opportunity to
encompass a wider range of Black women with diverse perspectives and shared experiences
related to racial and gender oppressions.
Recommendations for Future Research
Based on the findings of this study, as well as the limitations and delimitations identified,
there are a number of suggestions for future research that would bring me closer to my problem
of practice. One suggestion is to increase the sample size and range of sample categories to
increase external validity. This could involve conducting a larger-scale study with a more

90
diverse, representative sample of Black women across multiple business sectors or including
Black women in entry-level positions.
Second, future research could integrate qualitative interview methods with quantitative
survey or assessment strategies to triangulate its results, either through a mixed-methods research
design or, to complicate the quantitative method a bit, by using quantitative methods to describe
feminine peer socialization, while using the qualitative interview to explore a specific claim
found in the quantitative description of this phenomenon. This could remedy or negate some of
the shortcomings of relying only on self-report data.
Another approach would be to find ways to counter the potential of the self-report
method to be subject to rigid ways of thinking that bias responses in line with current societal
norms, commonly referred to as social desirability bias. Perhaps interview methods that are
supplemental to, or replace Zoom, such as in-person or focus group interview methods, could be
found to address this constraint.
Furthermore, future studies could take an intersectional lens and explore the experiences
of Black women: those who are disabled, or identify as LGBTQ+, or have varied financial
situations, who identify with multiple marginalized identities. Doing so could inform future
recommendations and an understanding of the extra layers of barriers and issues Black women
face with multiple identities that are often overlooked, thus highlighting the importance of
intersectionality in tackling the challenges associated with leadership underrepresentation for
Black women.
By alleviating these barriers and limits, future research can build on this study’s findings
and starkly illustrate the more pervasive dearth of barriers that underlie Black women’s endemic

91
underrepresentation and underutilization at the C-level in corporate America, and inform more
targeted, and useful, interventions to advance and represent Black women in leadership.
Conclusion
The findings of this study reinforced the necessity of targeted approaches to support
Black women’s career mobility in the corporate setting. Black feminist thought epistemology
offered a useful theoretical lens for conceptualizing and challenging the multiplicity of social,
political and economic forces that Black women face in their professional endeavors with a focus
on building empowerment, self-efficacy and the dislodging of oppressive structures. (Collins,
2000).
This study shed light on the lack of transparency within organizations regarding the
obstacles and barriers that Black women face in their pursuit of executive leadership roles in
Fortune 500 companies. The participants of this research study openly shared the challenges and
impediments that exist, as well as the impact these barriers have had on their identity, selfperception as Black women, and their self-efficacy while in pursuit on executive leadership
roles. By raising awareness of the pervasive underrepresentation of Black women in executive
ranks, the findings can contribute to creating pathways and opportunities for them to attain
leadership roles within these prominent companies.
Moreover, the study addressed a significant gap in existing research and literature. There
was a scarcity of scholarly works specifically exploring the lived experiences of Black women
pursuing leadership positions, as well as the intersectional effects of race and gender within
organizations that are predominantly led and staffed by White individuals. This lack of attention
to these crucial perspectives and intersections further underscored the importance of this research
in shedding light on an often-overlooked and underrepresented aspect of the corporate landscape.

92
Advancement in this area will require a sustained commitment to systematic change to create a
corporate ecosystem where Black women can work and succeed at their fullest potential.

93
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Appendix A: Interview Questions
1. Can you share a specific experience or instance where you felt your identity as a
Black woman influenced your career progression or opportunities within a Fortune
500 company?
2. In navigating the corporate landscape, have you encountered challenges that you
believe are unique to Black women aspiring to executive positions? How did these
challenges influence your sense of identity?
3. Have you found mentorship or sponsorship to be influential in your career journey?
How has it impacted your self-perception and aspirations?
4. Can you speak to the importance of representation at the executive level and its
impact on your career goals and sense of belonging within the corporate world?
5. Can you describe a time you experienced imposter syndrome or any feelings of
isolation that may arise? How do you navigate and overcome these feelings?
6. Have you ever felt pressure to conform to certain expectations or norms within the
corporate environment? How did you handle these situations, and what impact did it
have on your self-perception?
7. Have you experienced microaggressions or subtle forms of discrimination in your
professional journey? If so, how have you managed them?
8. Can you share specific instances where you felt supported by colleagues or superiors
in your journey to attain a C-level role, and how did these experiences impact your
self-concept?

113
9. How do you approach and negotiate opportunities for professional development and
skill-building within your organization, especially when considering the unique
challenges, you may face as a Black woman?
10. Please describe a time where your ideas or contributions were dismissed or
minimized? How did you navigate the situation and how did it impact your belief in
your ability to reach a C-level role?
11. Reflecting on your journey, what advice would you give to other Black women
navigating corporate environments to maintain a positive self-concept and build selfefficacy in their pursuit of C-level roles?

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Asset Metadata

Creator Swift, Paula Williams (author)

Core Title Exploring the barriers that contribute to the underrepresentation of Black women in C-suite roles in corporate America

School Rossier School of Education

Degree Doctor of Education

Degree Program Organizational Change and Leadership (On Line)

Degree Conferral Date 2024-08

Publication Date 05/29/2024

Defense Date 04/23/2024

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

Tag Barriers,black women,corporate america,c-suite,executive leadership,mental health,microaggressions,OAI-PMH Harvest,underrepresentation

Format theses (aat)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Canny, Eric (committee chair), Hasan, Angela (committee member), Hirabayashi, Kimberly (committee member)

Creator Email paulawswift@gmail.com,pmanuel@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC113968212

Unique identifier UC113968212

Identifier etd-SwiftPaula-13043.pdf (filename)

Legacy Identifier etd-SwiftPaula-13043

Document Type Dissertation

Format theses (aat)

Rights Swift, Paula Williams

Internet Media Type application/pdf

Type texts

Source 20240529-usctheses-batch-1163 (batch), University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

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