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Beyond commitments: a qualitative examination of the persistent disparities faced by Black women in executive leadership roles post the 2020 crisis and beyond

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Beyond commitments: a qualitative examination of the persistent disparities faced by Black women in executive leadership roles post the 2020 crisis and beyond

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Content Beyond Commitments: A Qualitative Examination of the Persistent Disparities Faced by
Black Women in Executive Leadership Roles Post the 2020 Crisis and Beyond
Josette T Sprott
Rossier School of Education
University of Southern California
A dissertation submitted to the faculty
in partial fulfillment of the requirements for the degree of
Doctor of Education
May 2024

© Copyright by Josette T Sprott 2024
All Rights Reserved

The Committee for Josette T Sprott certifies the approval of this Dissertation
Jessica DeCuir-Gunby
Erika Taylor Page
Esther Kim, Committee Chair
Rossier School of Education
University of Southern California
2024

iv
Abstract
This study explores the persistent underrepresentation of Black women in executive
leadership roles amid the transformative events of 2020, including the COVID-19 pandemic and
the social justice movements following George Floyd’s murder. Despite organizational pledges
to enhance racial justice, disparities remain stark. This research is framed through the lens of
Black feminist theory and Black feminist thought, which prioritize the experiences and
challenges of Black women by emphasizing intersectionality, the critical interplay of race and
gender. Using thematic analysis and semi-structured interviews, this qualitative study engaged
Black female executives from both for-profit and non-profit sectors. The aim was to uncover the
multifaceted hurdles these leaders face, influenced by organizational practices and broader
societal inequities. Leadership roles were defined as positions involving strategic oversight and
team management, including directors, vice presidents, and C-suite executives. Participants
discussed their professional experiences post-2020, detailing how their race and gender
intersected to affect their careers. They reported encountering stereotypes and microaggressions
that could hinder advancement. Strategies for navigating these challenges included securing
mentorship and sponsorship from senior White executives and those who can navigate the power
structures within organizations. The findings reveal that Black women in executive positions,
frequently face racial stereotypes limiting their career progression. To counteract these barriers,
participants emphasized the importance of strategic networking and support systems. The study
concludes that organizations must develop targeted programs that address the unique needs of
Black women leaders. This includes establishing leadership accountability, supporting
comprehensive development initiatives, and adopting flexible working conditions to foster an

v
equitable corporate culture. Such measures are essential for empowering Black women in
leadership and ensuring their success in the evolving workplace landscape.

vi
Dedication
This dissertation is dedicated to the memory of my beloved grandmother, Viola Sprott. I
cannot thank her enough for wrapping me in unconditional love and for teaching me from a
young age that my dreams were boundless. Her encouragement fostered my passion for learning.
She nurtured values of kindness, compassion, resilience, and dignity within me, especially in the
face of adversity. Though many years have passed since she’s left us, her wisdom and love
continue to be my guiding light.
To my family, thank you for your unwavering support and for celebrating each milestone
of this academic journey with me. A special shout out to my cousin, Keja who has been there
from the start. Despite being on the opposite coast, your consistent support has been invaluable.
And to Jahvon, my relentless cheerleader, I am immensely proud of the young man you have
become. To the small village of wonderful humans I have the privilege of being friends with,
your belief in me sustained me even when I doubted myself. Your steadfast encouragement and
kindness have been crucial to my success, lifting me during challenging times and fueling my
perseverance.
And finally, to the women who continue to rise despite being told you are not good
enough or do not belong, may my journey and this work serve as a beacon of encouragement and
a reminder that your value and capabilities are limitless. Keep rising, keep shining, and continue
to break barriers.

vii
Acknowledgments
I extend my deepest gratitude to my dissertation committee. Your commitment to
academic excellence not only guided this dissertation but also prepared me for my future
endeavors. To Dr. Esther Kim, my committee chair, thank you for your invaluable guidance and
support throughout the course of this research. I appreciate your patience, dedication, and the
rigorous standards you upheld, which have been instrumental in refining my work. Thank you to
my committee members, Dr. Jessica DeCuir-Gunby and Dr. Erika Taylor Page who challenged
me in the best ways possible. Your expertise and insightful feedback have profoundly shaped
both my work and my professional development.
A heartfelt thank you to my friend and classmate, Dr. Theresa Lucas who helped me to
better understand the meaning of community and leadership. Your kindness and selflessness
provided a nurturing environment during this wild ride. Your example has been a beacon for us
all. To Dr. Porsia Curry, part of the writing trio during the final leg of this journey. Thanks for
your thought partnership. We laughed, we nearly cried, but we always got it done. In addition, I
am grateful to my reading group, whose collective wisdom, passion, and drive encouraged each
other to push forward.
I am profoundly grateful to my classmate turned friend, Dr. Nicole Vick, whose
encouragement, support, and generosity have been indispensable throughout this journey. You
never let me falter, even during times when I struggled to pick myself up. We have spent most of
our entire weekends together for well over a year writing, providing thoughtful feedback about
our dissertations and just talking about life. Thank you for being not just a pillar of support, but
also a source of laughter during this time. Your friendship has been an unexpected but a
treasured result of this experience.

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Finally, I extend my deep gratitude to the incredible women who participated in my
research study. Your willingness to share your experiences and insights as well as your voices
and stories have immensely enriched this study, bringing invaluable perspectives that were
critical. Thank you for your trust, courage, and invaluable contribution to this research. Your
involvement has been pivotal in advancing my understanding of my research topic and will
surely inspire continued exploration and dialogue.

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Table of Contents
Abstract.......................................................................................................................................... iv
Dedication...................................................................................................................................... vi
Acknowledgments......................................................................................................................... vii
List of Tables ...............................................................................................................................xiii
List of Figures.............................................................................................................................xiiii
List of Abbreviations .................................................................................................................. xiv
Chapter One: Overview of the Study.............................................................................................. 1
Background of the Problem ................................................................................................ 3
Purpose of the Study ........................................................................................................... 7
Significance of the Study.................................................................................................... 8
Overview of Theoretical Framework & Methodology ..................................................... 10
Definition of Terms........................................................................................................... 11
Organization of the Study ................................................................................................. 12
Chapter Two: Review of the Literature ........................................................................................ 14
Historical Overview of Black Women in Leadership Roles............................................. 15
Black Women in Leadership Today ................................................................................. 18
Barriers to Leadership for Black Women……………………………………………… .21
Unique Challenges Black Women Face in the Workplace……..……………………… .29
The Murder of George Floyd and COVID-19………………….……………………… .42
The Role of Corporate Culture in Leadership Progression……..……………………… .46
Conceptual Framework…………………………………..……..……………………… .54

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Chapter Three: Methodology........................................................................................................ 60
Research Questions........................................................................................................... 61
Overview of Design .......................................................................................................... 62
Research Setting................................................................................................................ 63
The Researcher.................................................................................................................. 64
Data Sources ..................................................................................................................... 65
Instrumentation ................................................................................................................. 65
Participants........................................................................................................................ 66
Data Collection ................................................................................................................. 66
Data Analysis.................................................................................................................... 68
Credibility & Trustworthiness .......................................................................................... 69
Ethics................................................................................................................................. 70
Summary........................................................................................................................... 71
Chapter Four: Results or Findings................................................................................................ 73
Participants........................................................................................................................ 74
Findings ............................................................................................................................ 82
Addressing the Study's Research Questions................................................................... 112
Chapter Five: Discussion and Recommendations....................................................................... 114
Findings .......................................................................................................................... 117
Limitation and Delimitations.......................................................................................... 125
Implications for Practice ................................................................................................. 126
Future Research .............................................................................................................. 135
Conclusions..................................................................................................................... 137
References................................................................................................................................... 139
Appendix A: Interview Protocol................................................................................................. 173

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Appendix B: USC Information Sheet ......................................................................................... 176
Appendix C: Recruitment Email................................................................................................. 177

xii
List of Tables
Table 1: Data Sources 62
Table 2: Participant Overview 72

xiii
List of Figures
Figure 1: Conceptual Framework 57

xiv
List of Abbreviations
BLM Black Lives Matter
CHRO Chief Human Resources Officer
DEI Diversity, Equity, Inclusion
ERG Employee Resource Groups
GDP Gross Domestic Product
GRMS Gendered Racial Microaggression Scale
HR Human Resources
SRBWS Stereotypic Roles for Black Women Scale

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Chapter One: Overview of the Study
There is a continued disparity of Black women in executive leadership roles following
the unprecedented crisis and global upheavals of 2020. Despite the commitments from
organizations for racial justice following the COVID-19 pandemic, the global economic
downturn resulting from it changing the way we work, and the murder of George Floyd in May
2020 sparking a resurgence of Black Lives Matter (BLM) protests against the inequities of Black
people, there continues to be a lack of Black women in leadership roles. The Black Lives Matter
movement originated in 2013 following the acquittal of George Zimmerman in the killing of
Trayvon Martin, an unarmed Black teenager (Gaines, 2022; Mir & Zanoni, 2021). It is a
movement founded on the collective and individual experiences of Black people in the United
States, advocating active resistance against the ongoing devaluation and dehumanization of
Black lives (Clayton, 2018). BLM highlights the systemic anti-Black racism ingrained in the
nation’s fabric and the different forms of violence associated with it (Mir & Zanoni, 2021). As an
organization, BLM aims to eradicate the racial injustice prevalent in various aspects of society
(Clayton, 2018). Many organizations made racial equity commitments to reform their inclusive
practices following the events of 2020 and the prominence of Black Lives Matter. Despite those
commitments, recent studies show, when compared to their White counterparts, Black women
still face more racial trauma, are more likely to go unconsidered for promotions, have a lower
promotion rate, and experience microaggressions (Leanin.org & McKinsey & Company, 2022).
The resulting equity issue impacts Black women’s work experiences, their socioeconomic
standing, psychological stability, and identity (Dickens et al., 2019; Erskine et al., 2021).
According to the U.S. Bureau of Labor Statistics (2023b), in 2021, Black people
accounted for 12% of all employed workers, but were substantially overrepresented in certain

2
occupational categories, including home health aides (37%), transit and intercity bus drivers
(37%), nursing assistants (35%), correctional officers and jailers (33%), and security guards
(31%). Furthermore, literature shows that Black people are less likely to work in high-growth,
higher-wage industries such as the tech industry, and Black people have a lower chance for
advancement (Cain, 2021; Hancock et al., 2021; McLafferty & Preston, 2019). Black women
experience even greater marginalization due to the intersectionality of race and gender, including
struggling with economic stability (George et al., 2022). Kimberlé Crenshaw defines
intersectionality as the combination of race and other dimensions of difference, primarily gender,
sexuality, and social class (Dumas & ross, 2016). To be Black and a woman is what some
researchers refer to as the “double jeopardy” (Beal, 2008, p. 166) or “double whammy” (George
et al., 2022, p. 326) of racism and sexism.
Through pervasive, deep-seated systemic inequality, the racial wage gap noticeably
impacts Black women in the United States, earning significantly less than their White male
counterparts for performing the same jobs (George et al., 2022). Black women face a unique and
seemingly insurmountable barrier, often described as a “concrete” ceiling, as opposed to a
“glass” ceiling, when it comes to ascending to top-level executive positions like CEO or other Csuite roles (Encyclopedia of Diversity and Social Justice, 2014). Dickens et al. (2019) attributed
this barrier to a combination of racial and gender biases that create a particularly challenging
environment for Black women seeking to climb the corporate ladder. The concrete ceiling is a
unique phenomenon to describe the experiences of Black women and other women of color
facing obstacles when trying to ascend the career ladder (Chance, 2022).
The intersection of Black feminist theory and Black feminist thought frames this study.
Black feminist theory (Crenshaw, 1991; Hill Collins, 1991; hooks, 2015) is a critical social

3
methodology that centers the experiences, ideas and struggles of Black women and emphasizes
intersectionality, the interconnectedness of race, gender, and class, as a crucial lens for
understanding oppression and freedom. Black feminist thought encompasses the collective
insights and viewpoints derived from the lived experiences of Black women. It is grounded in
their real-world situations and captures the practical ways in which race, gender, and class
intersect and influence their lives (Hill Collins, 2002).
Background of the Problem
The narrative about the progress of gender and racial equality in the United States is one
of both significant strides as well as challenges from long-standing persistent inequities.
According to Dr. Rakeen Mabud, chief economist and managing director of policy and research
at the Groundwork Collaborative, the existence of disparities in economic prosperity can be
attributed to a long history of discrimination based on race and gender, which was intentionally
designed to marginalize certain groups of people based on their identity (Economic Policy
Institute, 2022). This has led to an uneven distribution of economic wealth among different
segments of the population (Economic Policy Institute, 2022). Women across all racial
backgrounds hold fewer leadership positions compared to White men, but The State of Black
Women in Corporate America study (LeanIn.org, 2020) shows that in a study of 590 U.S.
companies, it was found that for every 100 men promoted to manager roles, only 58 Black
women are promoted, and only 64 Black women are directly hired into these positions for every
100 men. Therefore, the number of Black women available for promotion decreases in
subsequent ranks (LeanIn.org, 2020). Despite the attempts at progress in gender and racial
equality, such as through legislation and diversity programs, there continues to be a pervasive
lack of Black women in senior leadership positions (Beckwith et al., 2016).

4
The United States has depended on the labor of Black women since the country’s earliest
days. That working relationship has changed over the years. During the slavery era from the
early 17th century to the mid–19th century, society forced Black women to work without pay in
terrible conditions, from hard physical labor in fields to domestic work in their enslavers’ homes
(Branch & Hanley, 2013). The Civil Rights era of the 1960s, starting with the Civil Rights Act of
1964 and its later amendments, had a positive effect on women’s earnings and occupations
(George et al., 2022). Black women, however, have exchanged historically low-status jobs like
domestic work for other more contemporary low-status jobs (Branch & Hanley, 2013). There is
an over-saturation of Black women, categorized as essential workers during COVID–19, in roles
such as home health aides, nursing assistants, cashiers, childcare workers, and low-wage workers
in the hotel and restaurant industries (Holder et al., 2021).
While it was common for White women to be able to remove themselves from the
workforce after getting married to focus on their families, it was less likely that Black women
could afford the same opportunity (Beal, 2008). According to a survey of more than 40,000
employees, researchers concluded that Black women were more ambitious as 59% of Black
women leaders aspire to be top executives as compared to 49% of overall women leaders
(LeanIn.org, 2022). However, neither desiring power nor honing their skills have provided Black
women unrestricted access to the executive suite. In fact, Black women are close to 15% more
likely than White women to report feeling their identity is hindering their career, and nearly 10%
more likely to feel their leaders do not recognize their contributions and talents (Hewlett &
Green, 2015). Racism, sexism, tokenism, and stereotype threat further exacerbate the systems
limiting the advancement of Black women (Chance, 2022).

5
Research informs us there are stereotypically gendered styles associated with leadership.
For example, typically, organizations expect leaders to function as dominant and assertive men
(Sanchez–Hucles & Davis, 2010). However, the future of leadership shows us that the skill sets
necessary for successful leadership are those traditionally aligned with women. Bolman and
Deal (2017) found that people describe effective leaders as inspiring, setting performance
standards, communicating a vision, creating focus and direction, building trust and relationships,
being passionate, and being determined. However, Edmondson Bell and Nkomo (2003) posit
Black women leaders must contend with the pervasive negative stereotypes associated with the
intersectionality of their race and gender such as being incompetent and unskilled even when
they have the proper education and work experience. Conversely, Edmondson Bell and
Nkomo (2003) also explain there is a tendency to view a woman as an outlier to her racial and
gender group if she does excel at work, thereby exacerbating the incompetent and unqualified
stereotype.
There is a social and economic backlash Black women face for not playing their
prescribed gender and race roles (Rosette et al., 2016). For example, the Angry Black Woman
trope in mainstream American culture defines Black women as “aggressive, ill tempered,
illogical, overbearing, hostile, and ignorant without provocation” (Ashley, 2014, p. 27). This is
dangerous because it impacts Black women’s self-esteem as well as how others view the Black
woman in society. Roberson and Kulik (2007) defined stereotype threat as the anxiety of
judgment from others and treated differently based on a negative stereotype related to one’s own
social or identity group. This can adversely affect an employee’s feelings and actions, hindering
their ability to perform at their best. Steele et al. (2002) observed that when there is stereotype
threat, there is a potential decline in performance. Steel et al. underlined that there is a higher

6
likelihood of diminished performance when three conditions overlap: the presence of a negative
stereotype, an individual who is susceptible to that stereotype, and a situation where the
performance of that individual could confirm the stereotype. This may lead to the Black woman
feeling unsafe in professional, social, and personal environments (Ashley, 2014).
Every year, Fortune magazine assembles a list of the 500 biggest companies in the United
States, ranking them based on their revenue. Globally, this list is known as the Fortune 500 and
serves as a benchmark for evaluating the performance and scale of the largest corporations in the
country (Black Entrepreneurs & Executives, n.d.). On the 2023 Fortune 500 list, women CEOs
lead 52 companies, or 10.4% of all Fortune 500 companies, which is an all-time high (PR
Newswire, 2023). In 2023, for the first time in history, there were eight Black CEOs on the
Fortune 500 list, two of which are Black women (Hinchliffe, 2023). Only four Black women
have ever led a Fortune 500 company (Black Entrepreneurs & Executives, n.d.).
According to the U.S. Bureau of Labor Statistics (2023b), as of November 2021, Black
adult women were more likely to participate in the labor force at 60.7% than were other women
of other races and ethnicities. However, only 40% of Black women worked in management,
professional, and related occupations compared to 48% of White women and 57% of Asian
women. In 2020, women earned most college degrees and had higher levels of education than
men within their racial/ethnic group, according to the 2020 U.S. Census Bureau (George et al.,
2022). Though Black women professionals are exceptional and are holding more leadership
positions, they continue to face discrimination in the workplace, including salary inequities
(Rocco et al., 2014). Based on this gendered racism, Black women’s wages are significantly
lower than those of other racial or ethnic groups. Studies show that after taking education and

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work-related characteristics into account, Black women experience a persistent and significant
gender and racial wage gap (George et al., 2022).
The persistent racial and gender wage gap for Black women obscures the reality that these
women often possess the requisite skills, resilience, and determination that make effective
leaders. According to Eagly (2007), research suggests that organizations are more interconnected
and global and therefore warrant a diverse leadership style to include collaboration and
mentorship. Unfortunately, while Black women exhibit diverse leadership styles to scale global
organizations, they face structural barriers when attempting to secure and retain leadership roles
(King et al., 2023; Sanchez-Hucles & Davis, 2010). More research is needed to highlight the
structural barriers Black women professionals face that is creating a gap between their desire to
climb the corporate ladder and be influential in their organizations, and their lack of
advancement (Smith et al., 2019).
Purpose of the Study
The purpose of this qualitative research study is to investigate and gain insight (Creswell
& Creswell, 2018) from Black women executives across for-profit and non-profit organizations
about how their experiences have shaped their career trajectories following the upheaval of 2020.
The research, which will use individual one-on-one interviews created with purposeful sampling,
will seek to understand how the murder of George Floyd, the subsequent social movements and
COVID-19 impacted Black women leaders. Employing the thematic analysis methodology, the
researcher will conduct semi-structured one-on-one interviews to gain insight into the various
dimensions that contribute to the unique challenges Black women executives face in the
workplace as well as organizational norms and practices, and societal influences that amplify
inequities. For this study, leadership roles include director, vice president and above, and C-Suite

8
level roles where the individual participates in strategic planning and decision-making and
possess leadership skills necessary to manage teams and propel the organization forward.
Specific examples of leadership levels include director, senior director, vice president, executive
vice president, senior vice president, and C-Suite level titles. The following questions guide the
study in understanding what impact the global upheavals of COVID-19, the economic downturn
and the social justice movements of 2020 have on the career experiences of Black women
leaders:
1. What impact did the murder of George Floyd and the Black Lives Matter social
justice movements of 2020 have on the career experiences of Black women in
executive leadership roles?
2. What impact did the COVID–19 pandemic and the resulting economic downturn have
on the career experiences of Black women in executive leadership roles?
Significance of the Study
Scholars need to conduct greater and more robust academic research to examine the
systemic barriers preventing Black women from ascending to leadership positions following the
organizational promises in 2020. This is a multifaceted and complex race, gender, political, and
socioeconomic issue. To understand the impact of the global upheavals of 2020 on the career
progression of Black women, the study surveys Black women executives in director, vice
president, and C-Suite level equivalent roles. This research can help to identify the causes of
disparity and find potential solutions for Black women and others from marginalized
communities. In addition, this research will help organizations gain an understanding of how to
eliminate barriers and deliver meaningful support so Black women can attain and achieve
success in leadership roles. The results of this study are not meant to be a universal approach but

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rather highlight opportunities and provide pathways for companies to promote Black women into
leadership roles by understanding the organizational policies and practices, workplace dynamics,
and societal and cultural norms that prevent organizations from taking advantage of a vast,
untapped talent pool, which could enrich teams and bring forth diversified ideas, skills, and
experiences, driving innovation and progress in organizations and communities.
Leadership roles continue to lack adequate representation of Black women. In December
2020, McKinsey and Company created The McKinsey Institute for Black Economic Mobility
with the purpose of advancing racial justice and equity globally (McKinsey & Company, n.d.).
They investigated 1,369 Fortune 1000 companies from May 13, 2021, to October 10, 2022, and
found that companies pledged approximately $340 billion towards racial equity (Armstrong et
al., 2023). Specifically, between May 2021 and October 2022, companies pledged $141 billion
(Armstrong et al., 2023). In addition, they found that compared to previous years, companies are
making fewer public statements in support of racial justice. More than 60% of Fortune 1,000
companies had not made a public statement since October 2022 (Armstrong et al., 2023).
Being more inclusive at the leadership level is beneficial to business profitability
(McCluney & Rabelo, 2019). Because of their unique experiences, having Black professionals in
leadership roles can bring new insight and bring a breadth of ideas that can have a positive
impact to an organization’s performance. Having a more diverse leadership team can also bring
about more innovation and better decision-making, impacting the bottom line (Catalyst, 2020).
The positive impact of diversifying leadership is also internal. Seeing Black representation at the
leadership level is aspirational for employees and can improve engagement and reduce attrition
(McCluney & Rabelo, 2019).

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Overview of Theoretical Framework and Methodology
Black feminist theory is an academic framework that addresses the systemic challenges
faced by Black women (Hill Collins, 2002). It engages in detailed scholarly examination of
complex issues like intersectionality and oppression, developed through rigorous research and
analytical synthesis by experts in sociology, literature, and gender studies (Budhai & Grant,
2023). It aims to impact policy, drive social transformation, and enrich scholarly dialogue by
weaving the real-life experiences of Black women into the broader narratives of feminist and
sociological theories (Patterson et al., 2016).
Black feminist thought comprises the collective insights and viewpoints that arise from
the lived experiences of Black women (Hill Collins, 2002). This epistemological framework
provides a practical perspective on how race, gender, and class converge in their lives (Lewis &
Williams, 2023). It seeks to affirm and highlight the unique experiences of Black women as
critical to the wider feminist and civil rights movements (Budhai & Grant, 2023). Additionally, it
functions as a mechanism for community engagement and self-validation among Black women
(Budhai & Grant, 2023). In summary, Black feminist thought captures the grassroots knowledge
and perspectives of Black women, whereas Black feminist theory organizes these concepts into a
structured academic framework designed to confront and transform societal structures. Both are
essential for comprehending and tackling the unique challenges Black women face.
The research used a qualitative methodology with semi-structured one-on-one interviews
consisting of 12 open-ended questions and subsequent probing questions. It targeted leaders such
as directors, vice presidents, and C-suite level executives. Data analysis involved coding,
reviewing data, and identifying themes.

11
The following chapter includes further discussion that will connect the literature review
with the study’s conceptual framework and theoretical framework.
Definition of Terms
● Angry Black Woman refers to the portrayal of Black women and often involves depicting
them as perpetually aggressive and irrational, irrespective of the context or environment.
Such characterizations frequently represent them as excessively dominant, argumentative,
and threatening (Jones, 2004).
● The Black Lives Matter (BLM) movement has exposed the pervasive racial disparities
that persist in systems throughout the United States and globally, which undermine the
value of the lives of Black and Brown individuals. These disparities manifest in multiple
areas, including the prison-industrial complex, economic and food structures, housing
market, voting rights, and criminal justice (Clayton, 2018).
● Black women refer to women whose origins are from the African diaspora residing in the
United States (National Institute of Health, 2023).
● Concrete ceiling refers to the impenetrable barriers that hinder Black women from
advancing in their career (Beckwith et al., 2016).
● Code-switching involves modifying one’s way of speaking, dressing, behaving, and
expressing oneself to make others more comfortable, with the goal of receiving fair
treatment, high-quality service, and better opportunities for employment (McCluney et
al., 2021).
● Intersectionality refers to a Black woman’s experience with discrimination based on their
different identities and the complex, interwoven social, political, economic systems that
causes the Black woman’s oppression (Crenshaw, 1989).

12
● Microaggressions refers to the subtle behaviors, verbal expressions, or contextual
indicators, whether intentional or otherwise, that communicate negative, prejudiced, or
derogatory attitudes towards individuals from marginalized communities (Sue et al.,
2007).
● Leadership refers to influencing a group of individuals to work together towards a shared
objective (Northouse, 2022).
● Stereotype threat refers to a phenomenon where when an individual’s awareness of
negative stereotypes linked to their social or racial group causes them to feel anxious
about potentially confirming these stereotypes unintentionally. This anxiety can, in turn,
result in a decline in their performance at work, thereby inadvertently reinforcing the
stereotype and making it a self-realized prediction (Steele & Aronson, 1995).
● White Allyship refers to examining Whiteness continually and critically through the lens
of intersectionality, using one’s own power and privilege for positive change, and bravely
challenging the status quo. These actions should aim to fostering mutual support,
solidarity, and the encouragement of career and leadership development for Black women
to create a supportive and united work environment (Erskine & Bilimoria, 2019).
Organization of the Study
This dissertation follows a traditional five-chapter model. Chapter One introduces the
problem of practice, context, and background of the problem. Additionally, Chapter One
addresses the purpose of the study, research questions, a summary of the conceptual framework
and methodology, and defines key concepts used when addressing racial and gender bias
preventing the progression of Black women into leadership roles. Chapter Two is the literature
review and provides a review of current literature, highlights gaps in existing research, shows

13
how the current study addresses these gaps, and lays the groundwork for analysis of the problem
of practice through the theoretical framework. Chapter Three elaborates on the qualitative
research study’s design, with the specific aim of exploring the qualitative data from one-on-one
interviews and other documents, to gain a deeper understanding of the life experiences of Black
women executives. In addition, there is also a review of ethical considerations. Chapter Four
provides the findings and data analysis from the one-on-one interviews. Chapter Five interprets
the research findings, acknowledges the study’s limitations, includes recommendations for future
consideration, and a conclusion to the existing study.

14
Chapter Two: Review of the Literature
This literature review chapter aims to offer a thorough analysis of the journey of Black
women ascending into leadership positions, viewed through the prism of the worldwide upheaval
since 2020 caused by George Floyd’s murder and the impact of the COVID–19 pandemic. Three
years following the tragic events of 2020 concerning George Floyd, Breonna Taylor, and
Ahmaud Arbery, a study from Catalyst (2023b) indicates that 51% of women from
underrepresented racial and ethnic backgrounds still face racism in their workplaces. The study
primarily investigates the experiences of Black women in the United States. However, data from
Catalyst (2023b) indicates a considerable gap between the commitments made by global leaders
to fight racism and the continuous racial issues encountered by employees worldwide, not just in
the United States. Moreover, Just Capital (2022) revealed there is a growing consensus among
Americans, with an especially strong agreement among Black Americans, regarding the
importance of racial diversity and fairness in the workplace. Jones (2009) also indicated that
historically, the path for Black women in leadership has been laden with combined challenges
related to race and gender. This perspective is becoming more widespread, as a considerable
number of people feel that companies are yet to make considerable progress (Just Capital, 2022).
The literature review begins with a historical overview of Black women in leadership
roles. The following section transitions into the current makeup of Black women in leadership
roles. This is an important transition as the literature will focus on the barriers to leadership for
Black women, including examination of structural and institutional barriers, the unique
challenges Black women face in the workforce, and the importance of the influence of
intersectionality on these experiences. The third section reviews the recent barriers that
disproportionately affect Black women with a focus on the murder of George Floyd and

15
COVID–19. The fourth section is an examination of the role of corporate culture. The fifth
section is a review of the theoretical and conceptual framework. The sixth section will explain
how the theoretical and conceptual framework shaped the research through the work of Black
Feminist Thought and Black Feminist Theory. The concluding section summarizes the chapter.
Historical Overview of Black Women in Leadership Roles
This section offers a historical examination of Black women’s roles in leadership,
mapping their journey through significant barriers and milestones. It explores the deep-rooted
systemic obstacles and societal prejudices that have traditionally blocked their progress at work.
Through a focus on critical issues like wage disparities, the intersecting biases of race and
gender, and unique challenges faced by Black women, this narrative seeks to frame the present
context of leadership opportunities available to Black women.
History of Black Women in the U.S. Workforce
The economic prosperity of the United States today has deep ties to the transatlantic slave
trade and the numerous generations of enslaved Africans (George, 2021). Despite their immense
contributions to the nation's economic foundation, these racial and ethnic communities faced
discriminatory Jim Crow laws, often denying them equal opportunities in education and
economic advancement (George, 2021). As noted by the scholar and writer Mary Helen
Washington, there is often a reluctance to delve deeply into many aspects of Black women’s
lives (Jones, 2009). Until the mid-20th century, Black women faced the dual burdens of racial
and gender prejudices sanctioned by law (Jones, 2009). The role of Black women in America’s
job market has seen notable changes over time. Historically, Black married women showed a
higher inclination towards joining the workforce than their White peers (Jones, 2009).

16
Labor Market Conditions
Traditionally, Black women not only had a higher participation rate in the workforce
compared to their White counterparts, especially before the 1980s, but they also predominantly
held lower-paying manual labor roles when they began working (Boustan et al., 2014). Boustan
et al. (2014) further pointed out factors about Black women’s working experiences throughout
the 20th century. While there was an increase of both Black and White women in the workforce
during this time, Black women encountered distinct challenges, including a delay in achieving
high school graduation rates comparable to White women (Jones, 2009). A combination of wider
socioeconomic factors as well as ongoing racial discrimination and bias shaped the trajectory of
Black women in the workforce. Despite these advancements and the existence of federal
regulations, Black women did not consistently experience better pay or improved working
conditions (Jones, 2009).
Though the 1960 Civil Rights Movement was a pivotal moment in history, the United
States notably limited the economic roles of Black women both during and after the Movement
(Branch & Hanley, 2013). Ospina (2018) cited Robnett’s (1996) analysis of the Civil Rights
movement, highlighting that although people often excluded Black women from prominent
leadership roles in the workforce, they discovered opportunities to lead in other capacities. This
allowed them to strengthen both themselves and their grassroots communities, a contribution that
proved instrumental for the movement. Through their pivotal contributions, they were key in
refining and connecting the movement’s overarching message (Ospina, 2018).
Between 1970 and 2012, the share of women in the overall workforce grew from 37% to
47% (George et al., 2022). Powell (2014) revealed that women in managerial roles rose from
17% in 1971 to 51.4% in 2012. Even through these changes, Branch and Hanley (2013) observed

17
that as the professional possibilities for White women expanded, those available to Black women
remained constrained. Without juxtaposing the progress of Black women with that of White
women, the evaluation of the progress is only partial (Branch & Hanley, 2013).
The U.S. Bureau of Labor Statistics (2023a) highlighted that as of June 2023, women
aged 16 and above constitute over 75 million of the labor force, making up 55% of the entire
U.S. workforce. The 2022 Fortune 500 list shows that of the 44 women CEOs from the top–
earning public firms in the country, an unprecedented number. However, only two CEOs are
Black women (Black Entrepreneurs & Executives, n.d.). Educational accomplishments for
women of color are improving, with Black women receiving 11.3% of college degrees in 2019–
2020 and making up 14.5% of all management, business, and financial roles in the U.S.
(Catalyst, 2023a). Over the past 20 years, more Black individuals, both women and men, have
achieved a bachelor's degree or higher. By 2021, 29% of Black women aged 25 and above had at
least a bachelor’s degree, a growth from 16% in 2000 (Lopez & Moslimani, 2023).
Unfortunately, despite this progress, there was a dip in women’s involvement in the
workforce due to the pandemic’s onset and a deeply ingrained legacy of systematic racial
discrimination and exclusion (Chandler et al., 2021). Black women faced the highest
unemployment rate in 2022, at 5.3%. In contrast, the rate for White women stood at 2.6%, and
for White men, it was 2.8% (Catalyst, 2022).
Black Women in Leadership
Leadership theories have often overlooked marginalized groups such as Black people,
women, Latinos, immigrants, indigenous individuals, and the Lesbian, Gay, Bisexual,
Transgender, and Queer (LGBTQ) community (Ospina, 2018). Alston (2012) indicated
mainstream leadership research often overlooks how leadership philosophies manifest in the

18
experiences of Black women leaders. As Black women rise to leadership positions, they will find
limited academic materials on how to practically apply leadership theories and ideas (Alston,
2012). Apugo (2021) further underscored this by noting the significant void in the literature
about traditional leadership approaches of Black women. This void is evident when considering
the limited information available about many influential Black women leaders from recent U.S.
history (Apugo, 2021). Although there has been a rising number of women in the workforce in
the United States over the past six decades, top executive roles and board seats still do not
include a proportionate number of women (Seo et al., 2017).
In the United States, attention to the experiences of Black women in professional settings
emerged alongside the Black feminist movement (Moorosi et al., 2018), influenced by bell
hooks. bell hooks’ (2015) critique of the prevailing White feminist perspectives and emphasized
the systemic challenges faced by Black American women leaders, as their experiences were
distinct (Moorosi et al., 2018). The story of Black women in senior leadership roles is both
intricate and motivational, defined by persistent determination, dedication, and groundbreaking
achievements across various sectors. Jones (2009) suggested that while they have faced multiple
obstacles due to their ethnicity and gender, Black women have significantly progressed in the
business world. Numerous remarkable Black women have overcome these barriers, leading to
substantial progress in different sectors.
Pay Inequities
In 2020, data from the U.S. Census Bureau indicated women have surpassed men in
educational achievements, with more of them securing college degrees within their respective
racial or ethnic groups (U.S. Census Bureau, 2022). Despite this, wage disparities persist for
Black women, earning much less than other demographic groups. The research explained if the

19
in the United States eliminated the gender wage disparity, it could lead to an added $541 billion
in wage and salary earnings, which would be about 2.5% of the GDP in 2019 (George et al.,
2022). Finally, George et al. (2022) added this would slash the poverty rate of working women
by over 40%.
Smith et al. (2019) suggested that an average college-educated millennial woman loses
over $1 million over her career due to the gender pay gap. The loss is potentially even greater for
Black women given their bigger wage gap relative to White women, earning only 67.7% of the
average salary of White men, while White women earn 81.9% (Smith et al., 2019). According to
The Senate Joint Economic Committee Democrats (2023), even with college degrees, Black
women earn only 63 cents for each dollar earned by their White male peers. This underscores the
wage disparity Black women confront due to the combined effects of racial and gender-based
discrimination in the job market. Dickens and Whitfield (2022) emphasize that Black women’s
wages lag even when they have higher education credentials.
Dickens and Whitfield (2022) drew attention to a 2020 report from the National
Women’s Law Center for the Society for Human Resource Management showing that Black
women with a bachelor’s degree typically earned $46,694, barely less than a White male with a
high school diploma at $46,729. Finally, Dickens and Whitfield (2022) highlighted that Black
women needed a master’s degree to earn $56,072, slightly more than White men with an
associate degree at $54,620. Dickens and Whitfield (2022) underscored the overlooked issue of
how Black women experience salary negotiations. Similarly, Hernandez et al. (2019) stated that
while many studies have delved into either gender or racial variances in wage talks, more
research should spotlight Black women and how their dual identities might influence their
negotiating decisions. Salerno et al. (2019) emphasized the challenges that Black women may

20
face during salary negotiations as they found that women negotiators who expressed anger and
challenged gender norms, often did not fare as well as male negotiators. Salerno et al. (2019)
also highlighted Black candidates who negotiated more assertively, opposing prevalent racial
stereotypes, tended to secure less favorable outcomes than White candidates.
Black Women in Leadership Today
Fitzhugh et al. (2020) stated that ethnic and racial minorities frequently end up in career
fields with restricted avenues for advancement. Fitzhugh et al. (2020) confirm that even when
Black women achieve leadership positions, they are typically within less lucrative sectors, such
as personal and social services, and less demanding. Decision-makers often view Black
professionals as better fitted for lower–level leadership positions than their White counterparts
(Fitzhugh et al., 2020). Companies face heightened scrutiny from stakeholders who demand
greater gender diversity in upper management roles (Lieberman, 2023). According to a 2022
analysis by Russell Reynolds Associates on the top 100 firms in the S&P 500, called the S&P
100, male executives outnumbered their female counterparts by a ratio of 2.5 to one in these
high-ranking roles, an imbalance that organizations must address (Lieberman, 2023). Likewise, a
2023 study by Paikeday and Qosja that examined top executives in the biggest S&P 100
companies revealed a notable lack of diversity in the most influential C-suite roles (Paikeday &
Qosja, 2023). The study determined minority groups often work in roles that do not typically
lead to CEO positions. For instance, Black executives primarily work in supply chain roles,
whereas women only work in proportionate numbers in the Chief Human Resources Officer
(CHRO) role. Paikeday and Qosja (2023) suggest this disparity at the upper levels of companies
is not due to a lack of diverse newcomers. Instead, it highlights an inherent imbalance in
evaluating, nurturing, and advancing diverse talent. The positive is that despite these challenges,

21
recent times have seen Black women successfully navigate their way to leadership positions
across various sectors (Cook & Glass, 2013).
Barriers to Leadership for Black Women
Leadership, traditionally characterized by its capacity to influence, has historically
overlooked women, more so women of color, in academic and theoretical discussions (Sanchez–
Hucles et al., 2016). Black women leaders face heightened scrutiny due to multiple biases, even
though their leadership is transformative, empowering, and challenges traditional norms (Erskine
et al., 2021). Despite constituting a sizable portion of the workforce and being equally competent
for leadership positions, there is still a limited presence of women in top-tier roles (Sanchez–
Hucles et al., 2016).
Erskine et al. (2021) stated that Black women often grapple with pronounced negative
stereotypes. In addition, Erskine et al. (2021) noted that Black women’s professional journey
includes inconsistent training opportunities, lessened access to social and practical support,
limited networking opportunities, and fewer promotions. Finally, Erskine et al. (2021) asserted
Black women face unique challenges, even different from Black men, and pressures to present a
professional image that downplays their racial identity, affecting their sense of belonging.
Increasing the representation of Black women in leadership roles is crucial for challenging and
changing existing gender and racial biases (Rajack-Talley, 2021). By elevating the number of
Black women appointees, it is possible to shift longstanding prejudices and foster a more
inclusive environment (Rajack-Talley, 2021).
Racial and Gender Biases
Promoting more Black women to leadership positions is a method to enhance an
organization’s competitive edge. A 2017 study by the Boston Consulting Group, highlighted by

22
Catalyst (2020), found that businesses with inclusive cultures and policies tend to see a 59.1%
rise in creativity, innovation, and openness and a 37.9% improved ability to gauge consumer
needs and demands. They found factors like gender, nationality, career trajectory, and industry
experience among managers correlate strongly with innovation. Additionally, inclusive
companies often excel in attracting and retaining employees, enhancing their reputation and
financial outcomes (Khemakhem et al., 2022). Finally, a recent study at Korn Ferry by
Polonskaia and Solomons (2023) reveals compelling statistics on the performance of diverse and
inclusive teams. First, they found that such teams are found to make superior decisions 87% of
the time. Second, companies that foster inclusivity in innovation see a 75% increase in their
ideas being successfully turned into products. Third, firms with higher-than-average diversity
levels report a 19% boost in innovation-related revenue. Finally, organizations that excel in
diversity and inclusivity are 70% more likely to enter and capture new markets (Polonskaia &
Solomons, 2023). Despite these findings, Black women continue to encounter distinct obstacles
in their professional lives, stemming from both racial and gender biases. As McCluney and
Rabelo (2019) pointed out, the visibility of race and gender shapes the perception of Black
women through predominantly White and male viewpoints.
It is important to note Black feminist scholars have criticized certain feminists and antiracist activists for portraying White women as the primary sufferers of sexism and Black men as
the chief victims of racism (Ghavami & Peplau, 2013). Crenshaw (1989) introduced the concept
of intersectionality to more comprehensively represent the dual challenges of sexism and racism
confronted by Black women in the United States. The nuanced identities emerging from the
convergence of gender and race, such as identifying as a Black female, have a complexity that
one cannot understand merely by aggregating the traits of each individual identity (Ghavami &

23
Peplau, 2013; Hewlin, 2003). These combined identities produce unique experiences that go
beyond their individual traits (Ghavami & Peplau, 2013). Similarly, Putnam (2003) affirmed that
cultural and ethnic backgrounds play a crucial role in shaping the trajectory of women’s
professional growth. For example, Putnam (2003) highlighted that the pronounced willingness of
Black women to voice concerns about disparities, their recognition as being distinct, their
dedication to uplifting their communities, and the development of a unique professional identity
set them apart.
The fundamental gender inequality stems from the fact that men have historically crafted
many of the standards, guidelines, and conventions in workplaces, drawing mostly from their
own experiences (Seo et al., 2017). Seo et al. (2017) consequently highlights the impact of this
male-centric viewpoint that often neglects or entirely omits the considerations and requirements
of women. For example, U.S. culture has so deeply embedded this male-dominated approach that
it has become an intrinsic part of many organizational cultures. Thus, Seo et al. (2017)
highlighted male-oriented characteristics significantly influence leadership definitions and
evaluations.
Rosette et al. (2016) studied the relationship between gender and leadership. They
provided insights into the challenges faced by women seeking leadership positions, particularly
those challenges rooted in gender biases, and these biases stem from two main theories. Fjendbo
(2021) and Rosette et al. (2016) have focused on the idea that society perceives women as
lacking the qualities required for leadership, known as agentic deficiency. Another bias finds that
when women do exhibit certain behaviors, they often face negative repercussions for
contradicting traditional gender roles, defined as the agentic penalty (Rosette et al., 2016;
Rudman & Glick, 2001). Rosette et al. (2016) argued that the strength of biases can vary based

24
on the behavioral focus of the assessment and the race of the woman. Social expectations also
play a role, with prevailing beliefs still positioning women primarily as household caretakers
rather than professionals (Beckwith et al., 2016; Suh et al., 2004), consequently creating
corporations with male-focused values that influence promotions and leadership styles (Schein &
Schein, 2016), thus creating barriers for women professionals (Festing et al., 2015). Drawing on
the concept of leadership styles, Seo et al. (2017) confirmed that many studies have found the
leadership styles of men and women to be more similar than different. Despite these findings,
gender disparities persist in senior leadership roles. The leadership style is not typically
determined by gender (Seo et al., 2017). For example, the theory of role congruity suggests that
deeply ingrained societal gender norms can lead to biases against women in leadership positions
(He et al., 2019). Additionally, corporate America typically views family-related roles given to
women as barriers to their career growth, making them less inclined to engage in influential
corporate circles (Seo et al., 2017). As per the study by Ely (1995), the power dynamics between
genders will persist as long as women remain underrepresented in leadership.
In general, people of color often face significant obstacles in exercising their authority,
such as isolation, lack of professional acceptance, and limited networks (Ospina & Foldy, 2009).
The impact on how our society portrays Black individuals and the effect on their careers are
complex. Studies by He et al. (2019) indicated that the characterizations associated with Black
people vary, but that society often views Black people as confrontational or lacking skill.
Consequently, Black individuals are frequently placed in positions that require less capability
(He et al., 2019). Carton and Rosette (2011) found that in professional settings, the type of
stereotyping can depend on one’s accomplishments. The study highlighted that the views on
Black leaders may fluctuate depending on their achievements and failures, leading to a distorted

25
understanding of their abilities. Therefore, someone may compare one Black person with a
prevalent negative stereotype about Black people or distinguish that same Black person from a
negative stereotype, depending on the situation (Biernat & Kobrynowicz, 1997; Carton &
Rosette, 2011). Additionally, He et al. (2019) argued that when there is a disconnect between the
general stereotypes associated with a particular demographic and the typical image of a
profession, referred to as occupational stereotype incongruence, it leads to reduced
representation of that demographic in the profession. He et al. (2019) asserted that, if preexisting biases about certain groups, like women or racial minorities, clash with the anticipated
traits of a job, it can foster prejudice against those groups in the professions. Similarly, in a
review of two studies by Biernat and Kobrynowicz (1997), they observed that when evaluating
potential hires, participants set higher standards for women and Black individuals compared to
their male and white counterparts. This aligns with the common sentiment that Black
professionals often feel the need to overachieve just to receive recognition on par with their
White peers (Biernat & Kobrynowicz, 1997).
In scholarly work, centering the experiences of Black women makes it clear that these
existing frameworks frequently neglect to incorporate their perspectives in a meaningful way
(Nash, 2008). Similarly, Black women in senior roles face unique challenges within
organizations due to intersectional invisibility (Smith et al., 2019). The term intersectional
invisibility implies that in professional environments, people may overlook or undervalue the
dual identities of being Black and a woman (Coles & Pasek, 2020; Purdie-Vaughns & Eibach,
2008; Smith et al., 2019). Consequently, this may lead to reduced acknowledgment, lesser
support, and limited opportunities for career progression. Importantly, Smith et al. (2019)
pointed out a significant observation is that researchers have grounded most current resources

26
and recommendations for women in leadership in the experiences of White women and,
consequently, they might not resonate with the distinct challenges Black women encounter. The
research also underscores the importance of having mentors and sponsors who understand and
are sensitive to these distinctive challenges (Smith et al., 2019).
Researchers studying Black women’s leadership emphasize that due to the dual roles
Black women hold, which often clash with traditional leadership expectations, they face double
the challenges when asserting their authority when they express agency (Apugo, 2021;
Livingston et al., 2012; Rosette et al., 2016). This contrasts with the views of White women,
depicted in the literature as defying societal norms in such situations (Rosette et al., 2016).
Another study by Rosette and Livingston (2012) found Black women leaders face harsher
consequences for workplace errors compared to Black male and White women leaders. They
found heightened scrutiny to be associated with Black women’s distance from the conventional
White male leadership ideal. Interestingly, White women and Black men, having either a
dominant racial or gender identity, faced less severe evaluations than Black women did (Rosette
& Livingston, 2012).
Structural and Institutional Barriers
Ashley (2014) defined institutional racism as systems or frameworks, whether formal or
informal, that perpetuate the undermining, marginalization, or exclusion of groups that are not
dominant, which often leads to their experiences with subtle racial prejudices. Pérez Huber and
Solórzano (2015) emphasized that to grasp the persistent and functional nature of racism in the
United States, one must acknowledge the pivotal role of institutional racism. The composition of
an organization’s members can influence perceptions of diversity within that workplace, as
highlighted by Lindsey et al. (2017) despite potential. This is despite incidents of racism,

27
prejudice, and oppression in organizations that lead to concerns about power dynamics,
authority, and privilege, which are a risk to the security, fairness, and overall welfare of the
Black woman (Ashley, 2014), diversity of leadership teams is often perceived by outsiders as a
genuine commitment to valuing diversity by the organization Lindsey et al. (2017). However,
truly diverse organizations can enhance the organization’s standing in terms of its commitment
to equality and its potential for innovation.
As referenced in the previous section, Black women experience additional challenges
when striving for upward mobility (Cole & Omari, 2003). Beckwith et al. (2016), in referencing
Giscombe and Mattis (2002), highlighted the nuanced difficulties Black women face in rising
through the ranks compared to their peers. Giscombe and Mattis (2002) noted that data from
1,735 Black women across 30 top–tier companies identified four main barriers: limited access to
high-profile tasks, challenges in informal interactions with powerful peers, an absence of
influential mentors or sponsors, and a dearth of company role models who share their ethnic
background.
According to Beckwith et al. (2016), Black women face nuanced challenges in the
corporate sector. These researchers highlight the unique position of Black women, who face
challenges stemming from both their race and gender. This intersectionality results in
experiences distinct from other gender and racial groups. bell hooks (2015) recognized the role
of social class in intensifying the oppression Black women face. She posited that, regardless of
professional advancement or economic autonomy, Black women still encounter persistent racial
and gender-based stereotypes that seek to shape their identity and actions (Moorosi et al., 2018).
Historical contexts, such as the legacy of slavery and the continual mistreatment of Black
individuals in the United States, play a role in shaping the stereotypes that influence the way

28
society views Black women today (Beckwith et al., 2016). This combination of racial and
gender-based biases often leads to feelings of isolation for Black women in professional settings.
Hewlin (2003) notes that to assimilate, Black women might feel compelled to align with the
values of the majority, thereby benefiting from the privileges offered to dominant group
members. Consequently, the bar is set higher for Black women, requiring them to do more to
succeed than their counterparts (Beckwith et al., 2016).
Putnam (2003) confirmed race plays a significant role in shaping the career progression
systems for women by indicating that growing up in an environment that champions resistance,
Putnam (2003) asserted Black women appear to be more equipped than White women to face
discrimination and navigate oppressive situations. Consequently, Putnam (2003) stated that
Black women have the bravery to speak out against unfair practices, embrace their positions as
outsiders, contribute to their Black communities, and carve out a professional identity distinct
from that of white women. Black women’s leadership insights draw from their firsthand
experiences and reflections, often resonated by other Black women who also share their
experiences (Apugo, 2021). The nuances of Black women’s professional growth are distinct
from their counterparts. Due to the unique positions of Black women within a specific social
group, there can be differences in their availability of social resources (van Dijk et al., 2020).
Challenges such as feelings of loneliness, lack of guidance, missing leadership opportunities, and
instances of disrespect function as barriers to their ascent into leadership roles (Apugo, 2021). As
a result, Van Dijk et al. (2020) highlighted that disparities in social resources tend to favor
individuals from predominant groups. Consequently, this favoritism is observable in the
improved career outcomes and chances the dominant groups receive, which further increases the

29
social resources for those in majority populations compared to those in minority groups (van
Dijk et al., 2020).
Unique Challenges Black Women Face in the Workplace
Despite purposeful exclusion from leadership roles, numerous Black women have
embraced available leadership opportunities, fortifying both themselves and their communities
(Ospina, 2018). However, while society has made progress over time, there remains a significant
amount of work for leaders to ensure racial and gender equality. In the late 20th century, research
by Parker and Ogilvie (1996) was unique as it specifically delved into the leadership roles of
Black women. Their pioneering study offered a unique perspective on the leadership styles of
Black women executives. Unfortunately, few theoretical developments have occurred since then,
and Sims and Carter (2019) identified there is a need to review literature focusing on Black
women leadership. The republished version of Bell and Nkomo’s “Our Separate Ways” is a
testament to this. Initially released in 2001, the book explores the professional lives of both
Black and White women in the American corporate environment by interviewing executive
Black and White women, highlighting the distinct obstacles Black women encounter in the
corporate sector, and providing a detailed analysis of how race and gender intersect in
professional settings (Smith & Nkomo, 2022). The challenges highlighted in the book, especially
around the distinct differences in professional identity in the workplace, still exist today (Smith
& Nkomo, 2022). However, it is crucial to recognize that Black women and other women from
diverse backgrounds face distinct obstacles in professional environments due to the intertwined
challenges of race and gender. These difficulties can range from exclusion from informal groups
to facing biases and stereotypes (Ospina, 2018).
Stereotype and Stereotype Threat

30
Academic research revealed that Black workers often face workplace bias rooted in
harmful racial stereotypes (Colella et al., 2017; King et al., 2006; Luksyte et al., 2013). These
stereotypes, particularly those questioning their competence, can stunt their professional
advancement (Biernat et al., 2009; Ghavami & Peplau, 2013), which then hinder their ascent to
leadership roles (Cook & Glass, 2013). These stereotypes, propagated by popular culture and
media, often impact if and how people perceive women of color as leaders (Sanchez-Hucles et
al., 2016). A study by Wayne et al. (2023) explored potential adverse outcomes for Black
employees, specifically “racial backlash,” which refers to negative consequences they experience
when perceived as challenging racial stereotypes. Based on previous research, Wayne et al.
(2023) asserted that this backlash can happen in various organizational contexts, like wage
negotiations or leadership evaluations. Black workers face the dilemma of either letting people
underestimate their competence or risking backlash for highlighting their achievements (Wayne
et al., 2023).
Block et al. (2012) provided another example of stereotypes in organizations.
Organizations typically perceive White managers to be more competent, motivated, and
strategic, whereas organizations typically perceive Black managers as having better interpersonal
skills but lacking sophistication. Organizations even perceive successful Black managers as
having excellent interpersonal skills but being less strategic than White managers. In addition,
knowing about the success of a Black manager did not significantly change the stereotype of
them being less polished compared to White managers.
Contemporary studies examine backlash through an intersectional lens, identifying
distinct stereotypes for men and women of the same race, considering the combined impact of
multiple identities (Hall et al., 2019; Motro et al., 2022; Rabelo et al., 2021). These studies

31
emphasize the layered nature of backlash stemming from multiple overlapping
identities. However, the research shows that both men and women within the Black community
face stereotypes questioning their competence (Fitzsimmons & Callan, 2016; Ghavami &
Peplau, 2013; Rosette et al., 2018; Wayne et al., 2023). An important impact of stereotypes
comes from Phelan and Rudman (2010), who explored the link between stereotypes and
economic discrimination. Their research suggests that people displaying behaviors that defy
cultural stereotypes might encounter both social and financial repercussions. The outcomes from
their experiments show that individuals straying from ethnic norms could face challenges,
including prejudiced attitudes and discriminatory actions.
Stereotype threat pertains to the fear individuals experience when they believe people
might judge them or apply stereotypes based on group affiliations, leading to stress,
apprehension, and insecurity that can hinder their performance and behavior (Roberson & Kulik,
2007; Steel et al., 2002). Roberson and Kulik (2007) confirmed that such anxieties can mask an
individual’s true potential, and even well-meaning managers might not assess their employees’
true abilities accurately if they are unaware of this phenomenon. Roberson and Kulik (2007) also
noted that when a Black woman consistently experiences doubts about her abilities due to
stereotype threats, she may overlook important performance feedback from a supervisor of a
different race, which could impede her progress within the organization. Additionally, studies by
Diekman and Goodfriend (2006) suggested that when previously marginalized groups overcome
challenges and succeed in new roles, people often perceive their newly attained qualities
positively. Consequently, individuals from such groups can gain recognition and respect for their
emerging competencies once they embrace these positions (Koenig & Eagly, 2014).

32
Schmader et al. (2001) and Steele et al. (2002) explained another outcome of stereotyping
in organizations, which is disengagement. They define disengagement as an initial decline in the
link between an individual’s self-perception of their abilities in a specific area and their actual
performance within that field. Steele et al. (2002) note that it is a coping mechanism in which an
individual withdraws directly following the encounter with stereotype threats and related
stressors. Steele et al. (2002) highlighted individuals, when oblivious to prejudice, might
experience reduced self-esteem after receiving negative feedback. Yet when there is a possibility
for prejudiced assessments to reinforce negative stereotypes, these individuals often distance
their self-view from the results (Schmader et al., 2001; Steele et al., 2002). Similarly, van Dijk et
al. (2020) asserted that a key consequence of stereotype threat is that some Black women have
decided to drop out of the leadership pipeline because experiences of stereotype threat
demotivate them to pursue leadership positions. Further, McCluney et al. (2021) found that
Black professionals with strong leadership ambitions were more likely to actively distance
themselves from prevalent Black stereotypes compared to those with lesser aspirations.
There are numerous studies that focus on the stereotyping of Black women. For example,
Thomas et al. (2004) categorized their Stereotypic Roles for Black Women Scale (SRBWS) into
four distinct stereotype factors: Mammy, Sapphire, Jezebel, and Superwoman. These factors
aimed to gauge the attitudes embodying stereotypes of Black women, which trace back to
slavery times (Kretsedemas, 2010; Thomas et al., 2004). Thomas et al.’s (2004) study
highlighted that many Black women project a veneer of resilience, making it challenging to
acknowledge difficulties or seek support. Such a perspective might influence their professional
experiences.
The Angry Black Woman

33
Society, influenced by settler–colonial viewpoints, frequently misunderstands and
misrepresents Black women’s bodies (Rabelo et al., 2021). This results in a paradoxical
experience for Black women, where they feel simultaneously invisible and glaringly visible
(Rabelo et al., 2021). Similarly, research by Motro et al. (2022) encompassed two studies with
555 participants and delved into the repercussions of the “angry Black woman” stereotype in
professional settings. It paints a picture of Black women as constantly hostile and unreasonable,
regardless of their surroundings, and various forms of media often depict their character as
overbearing, confrontational, and intimidating in various forms of media (Jones, 2004).
Chapman (2001) listed several perceived characteristics that fortify this stereotype, such as rage
and cynicism. According to Rabelo et al. (2020), Whiteness, as a dominant culture, sets the
norms for how people should express their emotions. For example, their study found instances
where people criticized Black women for their facial expressions. According to hooks (2000),
racist stereotypes portraying Black women as strong and superhuman persist in the minds of
many White women. These myths enable them to overlook the likelihood of Black women being
victimized in society and the role White women can play in sustaining and perpetuating this
victimization. Rabelo et al. (2020) further asserted that this scrutiny often tries to mute their
emotions and pushes them to fit into a stereotype, such as the “angry Black woman” trope, even
when they are calm.
This harmful stereotype not only affects Black women’s self-image but also influences
how society perceives them (Ashley, 2014), and the stereotype potentially hinders Black
women’s career trajectories (Motro et al., 2022). Motro et al. (2022) found that Black women,
unlike Black men, faced penalties for displaying anger at work. Like Roberson and Kulik (2007),
Motro et al. (2022) also offered practical insights such as fostering an inclusive, stereotype-free

34
workplace, offering training to recognize biases; and understanding the distinct challenges faced
by Black women. Another segment of the study by Motro et al. (2022) shed light on managerial
implications. Organizations must be aware of the damaging impacts of the “angry Black woman”
stereotype and actively work to counteract them. Moreover, the underrepresentation of Black
women in senior leadership roles underscores the critical need to address this stereotype to create
a diverse and inclusive workplace.
The cultural and historical roots of Black women in the United States have led to
symptoms like anger in Black women (Motro et al., 2022). The fear of society labeling Black
women as an “angry Black woman” might push many to downplay their feelings of anger,
leading to a myriad of emotional effects, including anticipatory anxiety related to future
stereotyping (Ashley, 2014). This systemic racism affects various aspects of Black women’s
lives. Consistent exposure to adversity and susceptibility to feelings of danger and discrimination
can lead to heightened reactions, which some people may misconstrue as anger or aggression
(Ashley, 2014). Experiencing feelings of powerlessness can intensify the expression of anger
among Black women. Thomas and Gonzalez–Prendes (2009) noted that due to racial and gender
biases, Black women are more likely to internalize feelings of powerlessness. They emphasized
such feelings are both a personal experience and a broader societal reality, often magnified by
cultural expectations of strength (Ashley, 2014). Society often stereotypes Black women as more
dominant and assertive compared to White women. Donovan (2011) found that descriptions of
Black women included dominant traits more often than descriptions of White women. Such
stereotypes can have both positive and negative implications in different contexts, especially in
the workplace (Rosette et al., 2018). While Black women might occasionally benefit if managers

35
perceive them as assertive during hiring processes, colleagues may view the same dominant trait
as negative in interpersonal interactions (Rosette et al., 2018).
Due to certain negative stereotypes, non-Black professions sometimes view Black
women as suited only for low-ranking jobs (Rosette et al., 2018). For example, the “Welfare
Queen” stereotype paints Black women as dependent on state support due to their perceived
inadequacies. This can impact their job prospects, leading Black women to more likely get
lower-status positions (Hill Collins, 2002). These stereotypes also affect their earnings. As
previously established, Black women earn significantly less than their White counterparts
(Catalyst, 2022). This wage gap persists even after accounting for qualifications, suggesting
intersectional discrimination based on both race and gender (Rosette et al., 2018).
Code-Switching and Identity Shifting
The “White gaze,” as described by Rabelo et al. (2021), profoundly affects Black
women’s professional experiences. First, it acts as a tool reinforcing White supremacy,
pigeonholing Black women to fit within White–defined standards, which actively preserves
racial inequalities within workplaces. Second, the impact on Black women is deep-seated, often
necessitating substantial emotional and mental resources to navigate and occasionally leading to
the silencing or even jeopardizing of their autonomy and voice. Third, these dynamics, deeply
entrenched in colonial history, perpetuate the primacy of White narratives, sidelining those from
marginalized backgrounds. To combat this, many Black women might find themselves codeswitching.
McCluney et al. (2021) defined code-switching as the adaptation of one’s speech,
appearance, demeanor, and expressive styles to enhance others’ ease, aiming to ensure unbiased
treatment, quality service, and job prospects. Based on the findings from McCluney et al. (2021),

36
there are three central reasons why individuals, particularly from racial minority groups, might
adopt code-switching in professional settings. Minimizing one’s racial identity can boost one’s
professional persona, potentially increasing job prospects (Young, 2009). Also, by avoiding
racial stereotypes, such as perceived incompetence, one can hope others will view them as a
suitable candidate for leadership roles (McCluney et al., 2021). Lastly, highlighting shared
interests with the majority group can encourage career development since people naturally bond
over common traits (McCluney et al., 2021).
In addition, Dickens and Chavez (2018) asserted that as a coping mechanism against
workplace discrimination and invisibility, Black women might resort to identity shifting, defined
as modifying various aspects of oneself to align with the surrounding cultural expectations. They
confirm this shifting might be a conscious decision or an involuntary response. As an example,
Parker (2002) studied Black women executives and found that they often adopt indirect
communication styles to navigate the workplace. These Black women executives sometimes use
humor to deflect tension or directly address exclusion (Parker, 2002). According to McCluney et
al. (2021), even though people may consider code-switching to be essential for professional
growth, it bears a significant psychological burden. The constant need to renegotiate one’s
identity can be taxing (Dickens & Chavez, 2018), thereby impacting performance and can result
in burnout (McCluney et al., 2021). There are also consequences within one’s own
community. Diminishing one’s racial identity can lead to criticism from one’s community,
including the potential label of “acting White” (McCluney et al., 2021).
Microaggressions
Dr. Chester Pierce, a respected Black psychiatrist, originally proposed the concept of
microaggressions in the1970s. He underscored the importance of Black Americans deeply

37
comprehending racism to lessen its harmful effects (Pierce, 2014). Microaggressions are
everyday subtle actions, words, or environmental cues, intentional or not, that convey prejudice,
negativity, or derogation towards those from marginalized backgrounds (Lewis & Neville, 2015;
Sue et al., 2007). The word “micro” focuses on personal, one-on-one interactions, while “macro”
refers to the larger, systemic forms of racism embedded in societal institutions and systems (Sue
et al., 2007).
Pérez Huber and Solórzano (2015) claimed that microaggressions serve as real-world
indicators of how racism manifests during ordinary interactions. While they can seem innocuous,
they are part of a more significant, systemic problem of racism, and they reflect deeper,
established racist beliefs and structures that affect the everyday lives of people of color (Pérez
Huber & Solórzano, 2015). In professional environments, racial microaggressions can manifest
in many ways. Sarkis (2020) cited instances such as making unwarranted assumptions about a
Black worker’s position or inquiring about a Black woman’s hairstyle. In fact, Koval and Rosette
(2020) indicated that Black women who choose natural hairstyles frequently face perceptions of
being less professional and competent and are often less likely to be recommended for job
interviews compared to Black women with straight hair and White women, regardless of whether
their hair is curly or straight. More blatant forms include expressing a preference for a White
supervisor over a Black one due to perceived differences or making broad remarks about the
communication abilities of a Black employee, which can cause psychological distress (Lewis &
Neville, 2015; Sarkis, 2020). The consequences of racial microaggressions go beyond
psychological distress (DeCuir-Gunby & Gunby, 2016). Jones et al. (2020) indicate there is
extensive research over the past three decades connecting the impacts of racism to overall well-

38
being. They state that these studies consistently identify racism as a particularly harmful stressor
that adversely affects the physical, physiological, and psychological health of Black Americans.
DeCuir-Gunby and Gunby (2016) theorized such accomplishments, which tend to offer
protective benefits for White individuals, do not always extend the same protective shield against
biases for Black Americans, underscoring the differential advantages of “Whiteness.” In
addition, despite attaining higher education, increased income, and/or marital stability, Black
Americans still frequently encounter racial microaggressions (DeCuir-Gunby & Gunby, 2016).
Glass and Concrete Ceilings
As noted throughout this paper, both professional and academic fields lack adequate
representation of Black women. Despite efforts to bridge racial and gender gaps, the scarcity of
Black women in top leadership roles remains a deep-rooted problem (Beckwith et al., 2016). But
even when they ascend to leadership roles, they encounter a challenging environment from peers
and superiors (Holder et al., 2015). This creates a dilemma where, while recognizing their
potential to lead, they might be reluctant to embrace leadership roles (Apugo, 2021). Despite
possessing relevant educational qualifications and cultural insights, Black women frequently find
themselves without the widely accepted cultural capital expected in leadership (Yosso & Dixon,
2006). This makes their rise to leadership roles more arduous (Holder et al., 2015). While many
cultural groups navigate using their cultural capital as a reference, Black women find themselves
navigating and adjusting to these dominant leadership cultures, which often have concealed
networks and unspoken standards (Apugo, 2021).
Researchers have described the disadvantages women face in their journey to leadership
with various terms. The ‘glass ceiling’ describes one such barrier (Cotter et al., 2001). This
figurative ceiling highlights not just the limits to women’s upward mobility but also the struggles

39
of thriving in corporate environments (Beckwith et al., 2016). Though there are legal frameworks
to tackle gender disparities in workplaces (Budgeon, 2014), they have not completely dismantled
the ‘glass ceiling.’ Importantly, the ‘glass cliff’ hypothesis suggests faltering organizations more
frequently choose leaders who are either women or people from racial or ethnic minorities, or
both, than their White male counterparts (Cook & Glass, 2013). While some may overlook the
glass ceiling because they have not directly faced it, fostering open communication can make
organizations more receptive to feedback, particularly in sectors dominated by men (Brown et
al., 2021).
Siemiatycki (2019) posited gender biases manifest differently across various racial and
ethnic groups. Black women face significant obstacles to professional development, in their
journey to secure top executive roles, other groups do not (Sims & Carter, 2019). This is known
as a “concrete” or “Black” ceiling, which is a result of intersecting biases related to race, gender,
and class (Dickens et al., 2019; Sanchez-Hucles et al., 2010; Sims & Carter, 2019). Sims and
Carter (2019) highlighted the marked underrepresentation of Black women in top executive
positions, even with comparable achievements in education and the workforce. Women from
diverse backgrounds must navigate a complex web of overlapping prejudices, which can
severely restrict their career advancement. Some might even choose to retreat from senior
positions due to the weight of these challenges (Beckwith et al., 2016). However, Sims and
Carter (2019) underscored the resilience, inventiveness, and leadership exhibited by Black
women. Furthermore, Sims and Carter (2019) pointed out that Black women’s proficiency in
code-switching and navigating both corporate and multicultural environments can offer
invaluable advantages to any organization.
Intersectionality of Race and Gender

40
Intersectionality, introduced by Kimberlé Crenshaw in the late 1980s, is the confluence of
various social identities, leading to experiences that differ from those linked to single identity
categories (Crenshaw, 1989, 1991). For example, Salter et al. (2021) stated that the stereotypes
for a Black lesbian woman are distinct from the stereotypes of being Black, a woman, or a
lesbian individually. Therefore, intersectionality suggests that these categories intertwine,
producing outcomes different from their simple combination (Crenshaw, 1991). This theory
sheds light on how multiple group memberships influence workplace dynamics (Crenshaw,
1991; Salter et al., 2020). The combination of multiple identities results in distinct stereotypes,
influencing individual experiences within organizations. Crenshaw (1989) emphasized the
importance of acknowledging intersectionality, suggesting that it is easy to overlook the specific
challenges Black women encounter due to the combined effects of racism and sexism without
this perspective (Rosette et al., 2016; Sanchez-Hucles et al., 2016), making it a topic pivotal in
leadership studies (Sanchez-Hucles et al., 2016).
Salter et al. (2020) referenced the minority stress theory by Meyer (1995), derived from
LGBTQ studies. Meyer (1995) asserted that members of minority groups experience ongoing
stress from societal stigmas and discrimination. Researchers suggested that possessing multiple
stigmatized identities intensifies this stress (Salter et al., 2020). For women, particularly women
of color, advancing in leadership means navigating complex barriers of gender and race. Their
restricted access to networks, often crucial for career progression, and dealing with stereotypes
make their path to leadership particularly challenging and highly stressful (Sanchez-Hucles et al.,
2016). McCluney and Rabelo (2019) suggested Black women often find themselves in a situation
of “partial visibility.” While society and organizations may recognize them, it is not always for
their distinct input. Historical and social stereotypes continue to shape the encounters and

41
obstacles that Black women experience within contemporary institutions (Lewis & Neville,
2015; McCluney & Rabelo, 2019). In addition, Travis et al. (2016) emphasized the “Emotional
Tax” endured by Black workers, which refers to the stress and vigilance they often feel in
workplace situations. Yet, Travis et al. (2016) pointed out that when organizations cultivate a
nurturing and understanding atmosphere, it can pave the way for psychological comfort,
promoting a culture of trust and transparent dialogue.
In current intersectionality research, experts have observed both accumulated and
unexpected results from simultaneous examinations of aspects like gender, race, class, sexual
orientation, disability, and more. Kamasak et al. (2019) proposed that intersectionality is not just
pertinent to individuals because institutions have an intersectional nature as well. White, male,
elite, heterosexual, and non-disabled individuals influence certain institutions, for instance, and
cause their frameworks and decision-making processes to reflect the interests of those groups
more favorably (Özbilgin & Erbil, 2021). Consequently, institutions carry intersectional traits
akin to individuals, fostering systems that perpetuate and standardize disparities (Healy et al.,
2011; Smith & Nkomo, 2022). This perspective sheds light on potential strategies for addressing
intersectionality in professional settings (Özbilgin & Erbil, 2021).
The Murder of George Floyd and COVID-19
In 2020, the Black Lives Matter movement experienced a resurgence that sparked
renewed fervor for the movement, not only within the United States, but also on a global scale in
response to the murder of George Floyd, a Black man, at the hands of police in Minneapolis,
Minnesota (Foster et al., 2021; Özbilgin & Erbil, 2021). The harrowing event surrounding Mr.
Floyd cast a spotlight on the persistent obstacles confronting Black Americans. Although it
seems the world only recently began universally acknowledging the pervasive nature of systemic

42
racism against Black individuals, it is crucial to remember that the Black community carries the
burden of a racially biased history that spans several generations (Foster et al., 2021).
The year 2020 was not just challenging but also provided opportunities for genuine
transformation. While George Floyd was not the first unarmed Black individual to die
questionably at the hands of police hands, his death spurred worldwide indignation and
awakened many to the pervasive issue of racism in the United States, leading major businesses to
commit substantial resources to promote racial justice (Fitzhugh et al., 2020; George, 2021). In
response, many organizations, spanning the private to social sectors, acted decisively to
emphasize racial justice’s centrality. Fitzhugh et al. (2020) pointed out that by the end of October
2020, after the murder of Mr. Floyd, approximately one-third of Fortune 1000 firms had declared
their position on racial justice. Among these firms, a considerable number made commitments
both internally and externally, with a majority revealing their financial pledges, totaling an
impressive $66 billion (Fitzhugh et al., 2020). However, research continues to show the
economic gap between Black and White families has barely narrowed in the past seven decades.
Alarmingly, close to half of American households currently hold wealth values below the median
levels observed in 1970 (Fitzhugh et al., 2020).
In addition, George (2021) and Baum (2021) pointed out a vast array of businesses that
promptly stood against racism and advocated for racial equality. Businesses began standing
against racism and advocating for racial equality that corporate leaders began scrutinizing
practices that might perpetuate racial inequalities (Baum, 2021). For example, Microsoft halted
the provision of facial recognition tech to law enforcement over concerns of racial bias, while
Amazon paused the use of its facial recognition product by the police.

43
Balakrishnan et al. (2023) conducted a study to evaluate how a company’s engagement
with diversity affected its valuation, especially following societal upheavals like the murder of
George Floyd. Data demonstrated that proactive steps toward diversity had a positive impact on
stock prices. By May 2021, financial commitments for racial equality amounted to a staggering
$200 billion post the George Floyd protests, as per McKinsey Institute for Black Economic
Mobility (Fitzhugh et al., 2020). The Institute for Black Economic Mobility further highlighted
that a synergy of efforts across the public, private, and social sectors seemed crucial for driving
comprehensive change (Fitzhugh et al., 2020).
The relationship between the COVID–19 pandemic and the renewed vigor of the Black
Lives Matter movement is noteworthy (Özbilgin & Erbil, 2021). Özbilgin and Erbil (2021)
further noted that the policies implemented in the United States to address the pandemic, like
home quarantines, halts to non-essential businesses, and social distancing, led to historic levels
of unemployment and financial strain for many. Özbilgin and Erbil (2021) confirmed these
measures disproportionately impacted Black and minority ethnic populations in the United States
compared to their White counterparts. Black Americans suffered greatly, both due to the
pandemic and incidents of racial violence. Racial inequality persists despite concerted efforts by
the government and organizations.
The COVID-19 crisis has exacerbated existing disparities in employment opportunities
for marginalized communities, including Black Americans, Hispanics, and other minority
groups. In terms of health impacts, even though Black Americans accounted for only 18% of the
population, they represented a third of the hospitalizations due to the virus (Millett et al., 2020).
Factors like subpar living standards and challenges in accessing healthcare, highlighted by the
fact that Black Americans are 1.5 times more likely to be uninsured than White Americans,

44
along with a higher prevalence of underlying health conditions such as diabetes, hypertension,
and obesity, amplify their vulnerability (Artiga et al., 2020). Consequently, Black Americans
faced a higher risk of severe outcomes, including mortality, during the pandemic (Poteat et al.,
2020). This underscores the broader significance of movements like Black Lives Matter, which
champion both economic and social justice as well as health equity, not only in the United States
but globally (Özbilgin & Erbil, 2021).
The pandemic significantly impacted sectors where Black women were primarily
employed. Holder et al. (2021) attributed the pronounced job losses among Black women to their
deep integration within the U.S. labor market, their considerable numbers in industries such as
hospitality and healthcare, and the prevalent role of women in lower-wage positions. They assert
that in professions like cashiers, Black women faced the largest unemployment. The U.S.
Department of Labor’s Bureau of Labor Statistics (2020) highlighted that in April 2020, the
unemployment rate for women was higher than for men, and this trend was more pronounced in
the Black community.
Racial equality and broad-based economic growth can potentially elevate society’s
overall economic health (George, 2021). Prior analyses suggest bridging racial wealth gaps could
increase U.S. consumption and investment by $2-$3 trillion, representing a substantial
percentage of the U.S. Gross Domestic Product (GDP) (Chui & Stewart, 2021). If achieved, this
could translate to an added annual income of $6,000-$8,500 per person, benefiting businesses
and communities throughout the nation (Chui & Stewart, 2021).
An advocacy group named As You Sow introduced a Racial Justice Scorecard as part of
their initiative to ensure corporations translate their pledges into actions against systemic racism
(Just Capital, 2022). Similarly, Just Capital (2022) rolled out efforts to propel racial equality in

45
the corporate landscape by monitoring several metrics, including workforce demographics and
pay disparities. Just Capital (2022) stated that a limited number of major U.S. firms publicly
share the detailed demographic data they submit to the authorities. This reluctance might arise
from potential revelations about the lack of diversity in key roles or unrepresentative workforce
compositions (George, 2021). As many of the leading corporations in the United States have
vowed to bolster racial equity both internally and within their communities, Just Capital initiated
the tracking of these pledges and the subsequent tangible steps taken by companies through their
2021 Corporate Racial Equity Tracker (Just Capital, 2022). The tracker monitors companies’
progress toward realizing their racial equity objectives (Just Capital, 2022).
Additionally, the 2022 Corporate Racial Equity Tracker by Just Capital (2022) provides a
comprehensive analysis of initiatives and promises made by the top 100 U.S. companies. The
Equity Tracker conducts the assessment through 23 criteria within six specific racial equity
areas: “anti-discrimination policies, pay equity, racial/ethnic diversity data, education and
training programs, response to mass incarceration, and community investments” (Just Capital,
2022, para. 3). Just Capital (2022) found that among the 85 companies examined in both 2021
and 2022, they observed notable improvements in transparency regarding diversity in workforce
and board memberships and in pay equity, possibly due to increased investor scrutiny. Yet, there
are still gaps in corporate practices. For instance, in the 2022 analysis of 100 companies, a mere
7% revealed their internal hiring statistics (Just Capital, 2022).
The Role of Corporate Culture in Leadership Progression
This section delves into the role of corporate culture in facilitating leadership
progression, particularly through the lens of diversity, equity, and inclusion (DEI) programs and
organizational commitment. It explores how the values, norms, and practices embedded within a

46
company can either propel or hinder the advancement of Black women. Topics discussed will
include the effectiveness of DEI initiatives and the genuine commitment of organizations to
fostering inclusive environments that support the rise of all talent to leadership roles.
Corporate Diversity, Equity, and Inclusion (DEI) Programs
Diversity initiatives, as described by Leslie (2019), refer to the strategic steps taken to
enhance the professional outcomes and experiences of groups that commonly encounter
challenges in organizations and the wider community. Corporate diversity statements,
recruitment strategies, and HR practices appear to encourage and support the advancement of
Black women into leadership roles (Leslie, 2019). However, the reality is often different, as
Black women frequently face mental exhaustion due to the constant need to adapt and employ
coping strategies in environments where race-based stereotypes persist (Apugo, 2021). When
organizations convey their DEI commitments, there is an impact to the experiences of the
marginalized community as it signals the priorities to both the internal organization and external
market (Steele et al., 2002). Diversity programs aim to achieve several objectives, which are
enhancing the presence of underrepresented groups, narrowing the career achievement disparities
between target and non-target individuals, and bolstering feelings of inclusion and value within
an organization (Leslie, 2019). Steele et al. (2002) highlighted that when a company’s numbers
indicated a higher number of minorities, Black participants felt a stronger sense of trust and
comfort as it is a recognition and appreciation of the unique attributes of diverse groups that
provided reassurance. In contrast, with limited minority representation, the company’s stance on
diversity deeply influenced Black participants’ trust (Steele et al., 2002). The absence of a clear
diversity statement and a generic approach did little to instill trust. In situations with limited

47
representation, a company’s philosophy that genuinely respects and values diversity can offer a
semblance of security (Steele et al., 2002).
While many firms appear to be inclusive towards Black women in leadership through
their diversity statements and HR practices, the reality is that these women often grapple with
racial stereotypes within their organizations. These stereotypes can detrimentally affect the
company atmosphere (Apugo, 2021). Boykin et al. (2020) argue that organizations need a
cultural shift to address both historical and present racism openly and honestly with the goal of
eliminating it. They criticize organizations that depend solely on implicit bias trainings to
address all diversity issues, especially when these trainings are isolated events not integrated into
a comprehensive development program and are conducted as superficial measures with little
genuine commitment.
Prejudices can be barriers to the professional progression of underrepresented
communities. By confronting and rectifying these biases, we can foster a more inclusive work
environment. Interventions, like career counseling and organizational training, can help
challenge and change these stereotypes, benefiting everyone (He et al., 2020). Smith et al. (2019)
research underlines the importance of understanding and addressing the specific challenges
Black women in executive roles face. Tailored mentorship programs and a comprehensive
approach to diversity at every organizational level can aid in overcoming these challenges (Smith
et al, 2019). Apugo (2021) points to a significant gap in leadership development opportunities for
Black women. The absence of programs that understand and support the unique experiences and
leadership styles of Black women poses a challenge. Networking and mentorship opportunities
tailored to their needs are vital (Apugo, 2021).

48
Diversity initiatives are not one-size-fits-all and they differ based on the company.
However, active participation in these initiatives can help women climb the corporate ladder.
The disparity in outcomes calls for more in-depth research into these programs (Brown et al.,
2021). While White women face challenges in male-dominated roles, Black women experience
heightened isolation. Their experiences differ significantly from both White women and Black
men in such environments, highlighting the unique challenges of intersectionality (Rosette et al.,
2016). Black women often find themselves navigating dual identities to fit in with both White
and Black communities (Rosette et al., 2016). This identity shifting is common across career
stages, with strategies employed to combat prevalent stereotypes (Rosette et al., 2016).
Traditional DEI efforts might increase representation, but they seldom challenge ingrained racial
hierarchies. Organizations need to take proactive measures to truly shift the balance of power
and address organizational racism (McCluney et al., 2021). For organizations truly valuing Black
lives, Black employees should have an equitable chance at leadership roles, be able to voice
opinions without reprisal, and challenge established norms (Opie & Roberts, 2017). Opie and
Roberts (2017) assert that ensuring Black lives matter in the workplace means preventing the
“othering” of Black employees. Organizations should focus on recognizing the contributions of
Black employees to foster a sense of belonging (Opie & Roberts, 2017).
Dobbin and Kalev (2017) highlighted that not only Human Resources (HR) professionals
but also women and minority groups were strong proponents of corporate diversity initiatives.
However, when diversity training becomes mandatory, it can unintentionally convey an image of
the organization being overly authoritative. A specific study mentioned by Dobbin and Kalev
(2017) revealed that mandatory training for managers led to a 10% drop in Black women
managers and a 4% to 5% reduction in Asian American men and women managers over about 5

49
years. Conversely, when such training was voluntary, some companies experienced a minor
increase in managerial diversity. Implementing diversity-related performance assessments for
managers did not yield positive results, even leading to a 6% decrease in managers who were
Black men.
Despite numerous attempts to promote diversity, the actual impact of diversity training
programs remains a topic of discussion. Some tech companies in Silicon Valley, for instance,
have initiated extensive diversity strategies, only to find them falling short of expectations
(Wiener, 2016). There can be unintended negative consequences to these endeavors (Leslie,
2019). There is a growing sentiment of skepticism about the resources poured into these
programs, with concerns raised about their financial and time commitments (Akpapuna et al.,
2020). Furthermore, Roberson and Kulik (2007) highlighted the often-missing empirical backing
behind the establishment of such training. Roberson et al. (2003) also stressed the skepticism
related to concerns about the real influence these trainings have on those who participate.
Strengthening this viewpoint, Forscher et al. (2019) reviewed 492 studies and found that implicit
bias training rarely leads to enduring behavioral change. Meanwhile, Akpapuna et al. (2020)
suggested that while certain elements of these programs may promote representation, others
could prove ineffective or even detrimental (Kalev et al., 2006). The overall efficacy of these
programs, therefore, remains a gray area (Leslie, 2019). Kramer (2020) suggested the
commitments employers need to make inroads into social justice include incorporating anti-racist
policies and racial sensitivity training, promoting pay parity and equitable pay, and amplifying
diverse employee input.
It is worth noting that while employees are increasingly valuing fairness and inclusivity
in recruitment and promotions, the recent U.S. Supreme Court ruling on June 29, 2023, declared

50
the admissions policies considering race at both Harvard, a private university and University of
North Carolina, a public institution, were illegal (Liptak & Murray, 2023). This ruling,
advocating merit based on individual experiences in higher education, could suggest that private
employers cannot consider race, gender, or other protected characteristics in workplace
decisions, thereby endangering the most proactive diversity policies (Yoshino & Glasglow,
2023).
There is already opposition against DEI initiatives, which will hinder companies’ efforts
to promote diversity (Scheiber, 2023; Yoshino & Glasglow, 2023). Recent developments have
seen some organizations pull back on their DEI initiatives due to backlash (Shaffer & Torrez,
2024) against what some perceive as "woke" policies and identity politics (Seramount, 2023).
This retreat is in part prompted by a divisive national debate over the treatment of historically
excluded groups and significant legal and legislative changes, including a pivotal 2023 US
Supreme Court decision on affirmative action (Diaz, 2023). These factors have politicized DEI
efforts, exposing companies to potential litigation and creating a cautious environment around
setting representational targets (Seramount, 2023). Economic pressures have also played a role.
A 2023 survey by Wiley Edge revealed a 62% slowdown in DEI efforts among tech companies
(Wiley Edge, 2023). Furthermore, Development Dimensions International, Inc. reported there
was a notable 18% drop in C-suite support for these initiatives from 2021 to 2023 (Neal et al.,
2023). Additionally, mentions of DEI topics on earnings calls have declined significantly,
indicating a shift in corporate priorities toward financial performance amid economic uncertainty
(Maurer, 2023). This overall trend suggests a de-prioritization of DEI as a core element of
business strategy. DEI initiatives are essential as they encompass more than just these practices,
such as organizational debiasing providing equal access to opportunities (Yoshino & Glasglow,

51
2023). It is vital to stay undeterred despite the growing criticism and condemnation of DEI
initiative that seems to be escalating because it is of utmost importance to persist in the efforts to
establish a more fair and inclusive work environment (Asare, 2023).
Organizational Commitment
With the rise of social justice movements such as Black Lives Matter, there is a growing
emphasis on diversity and multiculturalism within corporate sectors (Duarte, 2020).
Multiculturalism is about recognizing, valuing, and protecting societal variances (Blaine &
Brenchley, 2017). The world’s conversation about race and equity is rapidly evolving. According
to Akpapuna et al. (2020), there is a push from both consumers and employees for companies to
go beyond mere performative actions, like hashtag use or supportive visuals, and deeply probe
their internal culture. Mwencha and Njuguna (2023) cautions that although consumers who are
socially aware tend to favor brands that back socio-political causes they relate to, leaders and
businesses should be wary of activism's divisive nature and the challenge of matching a brand’s
public position with consumer beliefs.
The focus of examining corporate commitment is ensuring racial equity, propelling
people of color to leadership positions, and cultivating a diverse workforce. Issues that need
addressing by corporate leadership include recruitment biases from mostly White networks,
reluctance to mentor racially diverse individuals, racial wage gaps, and limited racial
representation in senior roles (Akpapuna et al., 2020). In addition, in an evolving global
landscape that challenges conventional views on leadership, our understanding of what defines
leadership needs to broaden. Leadership is not exclusive to specific individuals within a group
and identifying true leadership capabilities requires careful observation and interpretation

52
(Northouse, 2022). This view highlights the necessity of looking for leadership outside standard
frameworks and tailoring inquiries to fit every distinct leadership scenario (Ospina 2018).
Joshi (2022) suggests that promoting a colorblind perspective, especially in a racially
diverse United States, merely serves as a facade of harmony as it does not address the underlying
issues of racial diversity and inequalities. This viewpoint becomes even more crucial with the
United States on a trajectory where White Americans will soon be a minority (Frey, 2018). With
such demographic shifts, it is vital that strategies are adapted to cater to diverse cultural
perspectives (Akpapuna et al., 2020). In parallel, organizations must confront long-standing
biases suggesting women are unfit for top leadership roles as much as men (Ospina, 2018), even
though studies confirm negligible differences in leadership qualities between genders (Seo et al.,
2017). Consequently, elevating more women to executive positions is not just equity, but a
strategic move that boosts an organization’s competitive advantage.
Cook and Glass (2013) highlighted research indicating that racial and ethnic integration
enhances the career progression of minorities. They point out that in diverse organizations, there
is a diminished focus on social disparities and perceived attributes, allowing non-conventional
leaders to seem more competent. However, in organizations with limited diversity, there is a
stronger tendency to differentiate based on social attributes, which can hamper the upward
movement of unconventional leaders.
Studies cover a wide spectrum of anti-Black biases within organizations (Bell, 1990a;
Bell, 1990b; Bell & Nkomo, 2003; Nkomo et al., 2019; King et al., 2023). These research areas
include implicit prejudices, excessive protectiveness, unequal progression opportunities,
unfavorable perceptions of Black individuals by organizational leaders, feelings of inadequacy
among Black staff, disregard for their experiences, and insincere organizational support (King et

53
al., 2023). Historically, Black women have often expressed their unique experiences through
methods like bearing witness. This act of voicing their personal stories serves not only as a
means of affirmation but also as a connection point for those with shared experiences. More than
just sharing, Apugo (2021) argued this testimony is an authentic representation of their realities
and a step toward liberation.
Racism, likened to a resilient virus, continually changes its form yet consistently affects
Black employees (Nkomo, 2020). Whether it is about feeling out of place in a majority White
office space or gauging a city’s racial dynamics when weighing job offers (McKay, 2020), Black
individuals cannot overlook racial issues. Overlooking Black experiences only reinforces racist
tendencies within organizations (McCluney et al., 2020). It is imperative for researchers to be
vigilant against the perpetuation of racism in the organizational landscape (King et al., 2023).
There is a pressing need for researchers in organizational studies to delve deeper into various
facets of anti-Black racism, such as subtle biases, preferential treatment, disparities in
promotions, problematic views expressed by organizational heads, feelings of not belonging,
dismissal of the experiences of Black workers, and superficial support for the cause (King et al.,
2023). Just as previous studies have highlighted wage disparities in majority women work
settings (Ostroff & Atwater, 2003), newer research indicates a correlation between
compensation, performance, and the percentage of Black employees in a team (King et al.,
2023). King et al. underscores two potentially opposing views on addressing anti-Black racism
within organizations. One perspective emphasizes fostering resilience against such racism. In
contrast, critical race theory suggests that recognizing the omnipresent nature of anti-Black
racism in American organizations can be empowering. This viewpoint emphasizes the strength
Black individuals develop by standing up against such systemic oppression (King et al., 2023).

54
Organizations must be accountable for having a fair and inclusive work environment as it
is crucial in addressing inequality. Beach and Segars (2022) asserted that to foster accountability,
organizations may need to introduce new methods for collecting and analyzing data and create a
strategy and allocate resources to ensure they manage and use their data properly. After
identifying disparities and tracing their roots, corporate leaders can then define measurable and
impactful steps for transformation (Beach & Segars, 2022). Scholars like Edelman (1992) have
stressed the importance of accountability in organizational policies, although not all measures to
ensure accountability are effective. For instance, people might perceive diversity report cards as
overly controlling and thus they may not be well-received. However, the concept of “social
accountability,” inspired by social psychological findings, is promising. This form of
accountability is rooted in the belief that individuals might self-regulate their biases (Dobbin &
Kalev, 2017).
Conceptual Framework
Black feminist theory (Crenshaw, 1991; Hill Collins, 1991; hooks, 2015) is a critical
social theory focused on exploring the unique experiences, challenges, and systemic oppressions
that Black women encounter. It aims to comprehend and develop solutions focused on justice
and equity that impact their everyday lives (Budhai & Grant, 2023). Drawing upon Black
feminist thought is necessary as it offers a framework to explore the intellectual and practical
knowledge of Black women (Hill Collins, 2002). It includes diverse perspectives, concepts, and
analyses from Black women’s experiences of interconnected systems of oppression related to the
intersectionality of race, gender, and class (Harris, 2016; Lewis & Williams, 2023). It
emphasizes the ongoing interplay between the oppression faced by Black women and their
activism (Hill Collins, 1991). It prioritizes dialogue as a fundamental element in evaluating

55
claims of knowledge and emphasizes the importance of a caring and interconnected relationship
between researchers and participants. Hill Collins (2002) further describes how Black women are
often seen as outsiders or others, marginalized and rendered invisible in society, living in the
periphery defined by the dominant presence of white American men (Harris, 2016). Despite this,
the existence of Black feminist thought underscores that individuals perpetually possess choices
and the capacity to effect change (Hill Collins, 1991).
There are four core tenets of Black feminist thought according to Hill Collins (2002). The
first is “lived experience as a criterion of meaning” (p. 257). Black feminist thought underscores
the importance of wisdom for Black women in the U.S., as understanding the dynamics of
intersecting oppressions is crucial for their survival. This wisdom, derived from lived
experiences, is highly valued over purely academic knowledge. Hill Collins (2002) points out
that “Black women cannot afford to be fools of any type” (p. 257). Black women place greater
trust in those who have personally experienced what they discuss, using lived experience as a
vital standard for credibility when making knowledge claims. Experience also serves as a critical
measure of understanding within Black epistemological frameworks, with practical examples
like stories, narratives, and Biblical principles used to illustrate life lessons applicable to Black
experiences. These narratives do not require scientific validation to be meaningful. Furthermore,
Black women often recognize and rely on a sense of connectedness as a fundamental way of
knowing, due to their frequent need and opportunity to utilize this approach (Hill Collins, 2002).
The second tenet is “the use of dialogue in assessing knowledge claims” (Hill Collins,
2002, p. 260). For Black women, the development of new knowledge typically occurs through
community interaction rather than in isolation. The use of dialogue in validating knowledge
claims recognizes the importance of connectedness. This philosophy, which has African origins,

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posits that people’s humanity and empowerment emerge within community through seeking
interactions that foster unity. Black women often play central roles in families, churches, and
community organizations, which bolsters their use of dialogue as a key component of Black
feminist epistemology. This communal approach to knowledge is also reflective of broader
gender dynamics in knowledge validation. Feminist scholars argue that men often seek
independence through separation, while women tend to value connection. This difference
influences how each gender approaches and interprets knowledge and experiences (Hill Collins
(2002).
The third tenet is “the ethics of caring” (Hill Collins, 2002, p. 262). Hill Collins (2002)
asserts that the ethic of caring comprises three interrelated elements, starting with the recognition
of everyone’s uniqueness. This concept views every person as a unique embodiment of a
universal life force. The second element highlights the importance of emotions in dialogue,
where emotional expression supports the credibility of the speaker’s arguments. The third
component is the development of empathy. These principles of valuing self-expression,
acknowledging the role of emotions, and fostering empathy are repeatedly observed in the Black
community. A notable manifestation of how dialogue and the ethic of caring are employed in
knowledge assessment is seen in the call-and-response format prevalent in many Black church
services. In these services, both ministers and congregants actively engage through voice rhythm
and vocal inflections, illustrating that the sound of speech can be as significant as the words
spoken, blending reason and emotion in rich interaction (Hill Collins, 2002).
The final tenet is “the ethics of personal accountability” (Hill Collins, 2002, p. 265).
According to Hill Collins (2002), this principle requires individuals not only to develop and
articulate their knowledge claims through dialogue but also to demonstrate their commitment to

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these ideas. Additionally, people are held accountable for the claims they make. When evaluating
someone’s knowledge claims, people inherently assess their character, values, and ethical stance.
Contrary to mainstream beliefs that personal viewpoints should not be scrutinized, many Black
people believe that expressed opinions and actions are reflections of deeply held core beliefs.
This approach intimates that personal integrity and public statements are inseparable (Hill
Collins, 2002).
Cooper (2015) critiques mainstream Black feminism for its inadequate exploration of
basic concepts like freedom and justice and for not fully articulating concepts of race, gender,
blackness, and womanhood. Cooper (2015) also points out that too few scholars engage deeply
with Patricia Hills Collins’ work in Black feminist thought, which is often cited superficially in
discussions about racial and gender stereotypes in media, like the depictions of “mammies,
jezebels, and sapphires.” These discussions reveal significant gaps in how Black women are
portrayed in popular culture, which few scholars acknowledge. Cooper (2015) warns that
overlooking these essential theoretical areas incurs a considerable intellectual loss.
The conceptual framework of this study integrates Black feminist thought and theory to
explore the underrepresentation of Black women in leadership roles, particularly in the aftermath
of 2020. This framework combines scholarly insights and practical applications to identify
systemic obstacles and propose tangible solutions. As depicted in Figure 1, barriers such as
stereotypes and microaggressions, illustrate the complex challenges Black women face. The
diagram’s intersection highlights tactics that could promote leadership advancement,
emphasizing the need for strategic interventions. This visual aids in understanding these complex
issues and underscores the importance of using Black feminist ideologies to close the leadership

58
gap and empower Black women in leadership roles. This process is continuous and dynamic,
merging feminist thought with theory to effect change.
Figure 1
Building Equitable Leadership through Black feminist thought and Black feminist theory
Summary
The literature review helped to frame the research and provides evidence that there
continues to be a lack of representation of Black women in leadership roles despite
organizational commitments for racial equity following the unprecedented events in 2020. While
there have been advancements made by Black women, there is still a great deal of opportunity
for organizations to center the Black woman’s experiences and create opportunities that embrace

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their intersectionality. In addition, there are gaps in scholarship centering the Black woman’s
experiences. While numerous studies highlight the remarkable resilience and social awareness of
Black women, there remains a noticeable gap in comprehensive research on the lives of Black
women leaders (Apugo, 2021). In addition, Ashley (2014) suggested that while the stereotype of
the “angry Black woman” is prevalent in informal spaces, academic research scarcely discusses
it. Finally, (King et al., 2023) noted that considering the unique intersectional experiences of
Black women employees can offer valuable perspectives on how Black women leaders can
effectively leverage their agency.

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Chapter Three: Methodology
There is a continued disparity of Black women in executive leadership roles following
the unprecedented crisis and global upheavals of 2020. Despite the commitments from
organizations for racial justice following the COVID-19 pandemic, the global economic
downturn resulting from it changing the way we work, and the murder of George Floyd in May
2020 igniting Black Lives Matter protests of the inequities of Black people, there continues to be
a lack of Black women in leadership roles (George et al., 2022). In addition, according to Lean
In.org (2020), Black women are having a challenging experience at work. Centering the
experiences of Black women executives in for-profit and non-profit organizations, this research
study investigated why Black women are not advancing into leadership roles even after
companies pledged to foster DEI in the aftermath of the George Floyd murder, the rise of Black
Lives Matter movement, and COVID-19.
From the lens of Black feminist thought, the study delved deeper into the skills and
knowledge they obtained that helped them navigate gender and racial challenges both on their
journey to executive leadership and while serving in those roles. Black feminist thought
emphasizes dialogue as a key component in assessing knowledge and highlights the importance
of a nurturing and interconnected relationship between researcher and participant (Hill Collins,
2002). Patricia Hill Collins (2002) highlights that traditional academic scholarship, often
regarded as authoritative, has been primarily influenced by “elite White men,” who have long
been at the helm of academic institutions. Consequently, research practices and methods have
often overlooked systemic factors that are essential for comprehending the experiences of Black
women and the impact of systemic gendered racism on their lives (Lewis & Williams, 2023;
Patterson, et al., 2016). Black feminist thought, which centered the lived experiences of Black

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women executives in this epistemological framework, emphasizes the concurrent existence of
interconnected oppressions based on race, gender, and class (Hill Collins, 2002). It highlights the
importance of dialogue in evaluating knowledge claims and advocates for a caring and connected
relationship between the researcher and participants (Hill Collins, 2002). Thus, Black feminist
theory was also crucial in guiding the researcher in selecting participants who have direct
personal experiences with the research issue and a strong interest in the results and analyzing the
research outcomes as it has enabled conversations about the intersectionality of oppression,
highlighting how Black women face various forms of oppression stemming from their identities
as both women and people of color (Budhai and Grant, 2023; Harris, 2016).
Creswell and Creswell (2018) implied that a researcher’s philosophical beliefs, intended
inquiry processes, and particular methods for gathering, analyzing, and interpreting data should
all be factors in deciding a research methodology. This section details the approach for creating
the research design, determining the research environment, defining my stance as the researcher,
pinpointing data sources and collection methods, and ensuring validity, reliability, and ethical
considerations.
Research Questions
This goal of this study was to support further and add to the research on leadership
development for Black Women in for-profit and non-profit organizations. Utilizing a qualitative
research approach can yield robust evidence and pragmatic resolutions that are persuasive for
companies to consider in reevaluating and reshaping their culture, policies, and procedures. This
is crucial for addressing and eliminating the disparities associated with the underrepresentation
of Black women in executive leadership positions.

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1. What impact did the murder of George Floyd and the Black Lives Matter social justice
movements of 2020 have on the career experiences of Black women in executive
leadership roles?
2. What impact did the COVID–19 pandemic and the resulting economic downturn have on
the career experiences of Black women in executive leadership roles?
Overview of Design
This study utilized thematic analysis as the main source to collect qualitative data to
obtain a deep understanding and acquire insights into the participants’ experiences (Nowell et al.,
2017) through one-on-one interviews. Thematic analysis is detailed by Naeem et al. (2023) as a
method for detecting and interpreting patterns in data, focusing on the importance of participant
keywords. This technique is key for discovering new insights and demands that researchers
remain unbiased in identifying themes. The process includes the identification, analysis,
organization, description, and using the coding to report themes as part of qualitative data
analysis (Creswell & Creswell, 2018; Nowell et al., 2017). Braun and Clarke (2006) note that
thematic analysis is effective for examining diverse participant perspectives, highlighting
similarities and differences, and uncovering new findings. It is useful for summarizing large
datasets and requires a structured approach to data handling, contributing to a clear and
systematic final report (King, 2004).
There were 11 one-on-one interviews. Using purposeful sampling and snowballing to
ensure the participants have a variety of knowledge and experience needed for the study, the
interviews lasted up to one hour and took place using Zoom video conference technology.
Utilizing a qualitative research design enabled me to employ diverse viewpoints and experiences
as evidence of the underrepresentation of Black women across for-profit and non-profit

63
organizations, in executive leadership roles. The interviews provided insights by exploring the
experiences, obstacles, and biases faced by the participants (McNamara et al., 2020).
Table 1
Data Sources
Research questions Interviews
RQ 1: What impact did the murder of
George Floyd and the Black Lives
Matter social justice movements in
2020 have on the career
experiences of Black women in
executive leadership roles?
X
RQ 2: What impact does the COVID–
19 pandemic and the resulting
economic downturn have on the
career experiences of Black women
in executive leadership roles?
X
Research Setting
The population for this research was Black women in leadership roles at director or
higher levels in for-profit and non-profit organizations where the individual participated in
strategic planning and decision-making and possessed leadership skills necessary to manage
teams and propel the organization forward. This demographic was suitable because these
individuals have succeeded in securing executive-level roles. These Black women leaders were
the experts and offered in-depth knowledge and insights. They held prominent positions within
their respective institutions. The participants for this qualitative data collection were a purposeful
sample using criterion-based selection. The concept of purposeful sampling is rooted in the
notion that researchers aim to achieve a deep understanding and profound insights, requiring the
deliberate selection of sources that will yield the richest information to meet the researcher’s

64
objectives (Merriam & Tisdell, 2016). The interviews centered around understanding the real-life
experiences of the participants and how they interpreted these experiences to acquire the
necessary skills and tools to attain and exist in an executive leadership role. The interviews took
place online via Zoom video conference and were conducted remotely from California.
The Researcher
As a researcher who is also a Black woman in a leadership role within my organization, I
acknowledge my intersectionality and positionality influenced the design and interpretation of
the study. I am passionate about this topic, have strong opinions based on my experiences, and
have assumptions about others’ experiences. Consequently, I attempted to remain unbiased and
mindful of the relationship I held with the subject matter and the connection I felt towards the
individuals involved may influence the entire research process (Merriam & Tisdell, 2016). Based
on Black feminist thought, I knew it was important to have a connection with these Black
women. The idea of establishing a space defined by visibility that is honored, women’s
empowerment, and self-confidence corresponds with Black feminist theory (Patterson et al.,
2016). This approach is necessary as Black women experience oppression in our society where
their race and gender play pivotal roles (Patterson et al., 2016).
The biggest risk for me was bias. Combating bias in research necessitates a thorough and
careful consideration of all aspects of a study, including its methods and analysis, as pointed out
by Merriam and Tisdell (2016). Furthermore, my ethical approach was essential to the success of
a study and trust played a critical role in the research process (Merriam & Tisdell, 2016). As a
Human Resources leader who has worked closely on initiatives that influence culture, policy,
and the full life cycle of the employee experience, I worked to mitigate my bias in how I
designed the interview questions, how I will conduct the research and collected and interpreted

65
data. I stayed grounded in the purpose of the research and was rigorous about interpreting the
data. It was important to establish credibility and trustworthiness, which I achieved through
reflexivity. This included a thorough examination of my own notes and careful monitoring for
any unintentional biases that may have subconsciously shaped my observations and reflections
(Merriam & Tisdell, 2016).
Data Sources
The dissertation study was a qualitative research strategy aimed at comprehending the
experiences of Black women leaders in the aftermath of the tumultuous events of 2020. The
following sections elaborate on the details of data collection.
Instrumentation
For this qualitative study, the one-on-one interview protocol was the primary chosen
instrumentation for data collection and was focused on uncovering meanings through
storytelling. The purpose of the one-on-one interviews was to understand the real-life
experiences of the participants (Hewlett, 2007), and how these women internalized those
experiences to equip them with the necessary tools and skills for executive roles. These
interviews were semi-structured and guided (Tomaszewski et al., 2020). A semi-structured
interview utilizes an interview guide to facilitate a more focused exploration of a specific topic
(Hewitt, 2007). I designed the interview questions to identify the obstacles these Black women
participants face and their interpretation of these experiences that led them to attain executive
leadership positions.
In addition, I developed an interview protocol that encompassed electronic informed
consent procedures and included demographic inquiries. The semi-structured interview protocol
comprised of 12 core questions and subsequent probing questions. I carefully tailored the

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questions to align with the predefined research questions and the overarching conceptual
framework. The questions explored the challenges faced, positive influences of their experiences,
organizational and societal factors, and the perseverance demonstrated in the work experiences
of the participants.
Participants
The target population in this study were Black women in executive leadership positions
where the individual participates in strategic planning and decision-making and possesses
leadership skills necessary to manage teams and propel the organization forward. Executive
leadership includes directors, senior directors, vice presidents, senior vice presidents and others
in the C-suite level roles. Recruiting of participants occurred through my professional network
and snowballing through referrals from the extended network of other professionals.
For this qualitative study, I used a nonprobability purposeful sampling method. In the
approach of purposeful sampling, the researcher’s understanding of the population plays a
crucial role in choosing a sample that can yield the most pertinent and in-depth information
(Johnson & Christensen, 2015). The participants who were chosen were representative of
individuals who met a predetermined standard.
Data Collection Procedures
Video-recorded responses during the one-on-one interviews of 12 semi-structured
interview questions created the data. The intent of qualitative interviewing is to understand the
perspective of interviewees towards work following the upheavals of 2020 and to comprehend
the intricacies of their individual experiences and perceptions (Patton, 2002). The interviews
were approximately one hour. Upon initiating the discussions, I articulated the study’s
objectives. I underscored several critical points such as the interview being video recorded for

67
subsequent transcription and analysis; the confidentiality of the participants’ identities will be
rigorously maintained, including assigning each participant a pseudonym; participation was
entirely voluntary; and participants had the autonomy to withdraw from the study at any time.
The chat feature of Zoom served as a duplicate communication method with the participants. To
ensure accurate data capture, I employed an approved transcription service, with explicit consent
from the interviewees. I afforded participants the option to engage in the study without appearing
on video, but no participant expressed reservations about being on video.
Throughout the interviews, I took notes to capture ideas, emotions, thoughts, and
thematic patterns. The recorded interview underwent a review for coherence (Patton, 2002). I
securely kept digital files containing sensitive information in an organized, password-protected
format and securely stored written notes. In addition to conducting the one-on-one interviews, I
analyzed various documents, specifically publicly available information related to diversity and
inclusion (Bowen, 2009). This analysis was crucial for corroborating findings or validating
information gathered from various sources (Creswell & Creswell, 2018). The process of
document review is instrumental for interpreting meanings, developing factual knowledge,
comprehending both present and past practices, and for data triangulation (Merriam & Tisdell,
2016).
The collection of secondary data involved reviewing publicly available documents
online, such as press releases and articles from various organizational websites. As Merriam and
Tisdell (2016) suggest, research-relevant documents can include a wide range of written, digital,
visual, and physical materials. I explored the strategies various organizations committed to in
2020 to address systemic racism, bridge racial gaps, and promote social justice within their
organizations. This analysis involved reviewing public documents from entities such as

68
McKinsey & Company, PepsiCo, PayPal, Apple, and The World Economic Forum, which
detailed their commitments to improving conditions for the Black community and other
marginalized and underserved communities. I used the insights from these documents to guide
my suggestions for actionable steps. It is important to note that participants were not asked to
supply any documentation.
Data Analysis
To investigate the experiences of Black women executives, I utilized interviews, captured
data through field notes, transcriptions of recorded discussions, and collection of pertinent public
documents. Data analysis interprets this information and is guided by the insights (Merriam &
Tisdell, 2016). Participants were anonymized with pseudonyms. I then reviewed the field notes
and the transcripts, initiating the coding of data by organizing words, phrases, and quotes into
categories. This coding involved an initial open coding phase to pinpoint essential concepts, and
then axial coding for a comprehensive analysis to reveal deeper meanings (Merriam & Tisdell,
2016). Following this, themes were developed that reflected both shared and contrasting
perspectives found in the data. These themes, along with narrative insights, were documented
and will be detailed in chapter five, the findings section of the study. This study also identified
key themes that align with the everyday experiences of the participants, showcasing recurring
patterns (Merriam & Tisdell, 2016). Ultimately, the organization of this coding and
categorization was designed to align with the study’s conceptual framework and research
questions, facilitating a structured analysis process.
Document analysis is a subtle qualitative research method that complements other
methodologies and data sources, enhancing the credibility of a study (Bowen, 2009). I analyzed
public documents and compared them with participant responses. These documents provided

69
detailed descriptions of the initiatives, emphasizing the efforts of companies to address the needs
of their businesses, employees, and communities. My analysis aimed to decipher the specifics of
these pledges, identify recurring themes, and gain an overall understanding of the progress
organizations have made in fulfilling their commitments.
The initial review focused on organizational responses to the social justice movements of
2020 and subsequent analyses of ongoing progress. This review took place before the interviews
to ensure the materials aligned with the study’s research questions and goals. Insights from these
documents not only supplemented information but also validated data from interview
participants (Bowen, 2009).
After the interviews, a second review of the documents was conducted to capture updated
information on the progress of the commitments, which helped in formulating practical
recommendations. These documents indicated that many organizations had initially made
explicit pledges to combat systemic racism and enhance social justice and equity, with
investments totaling millions. Their initiatives included enhancing DEI programs, pledging
financial support to uplift Black and other underrepresented communities, increasing Black
representation within organizations, expanding expenditures with Black-owned suppliers, and
creating socioeconomic opportunities to empower Black individuals in the US.
Credibility and Trustworthiness
To enhance the study’s credibility and trustworthiness, I adopted a comprehensive
approach and selected participants based on their verified qualifications, ensuring they met the
essential criteria for the study. The researcher and participant engaged in discussions aligned
with the research questions (Merriam & Tisdell, 2016). I self-examined my biases and
viewpoints to ensure they did not influence how she conducted the study. As the sample only

70
included women in director positions or higher, the collected data will be particularly valuable
for those seeking to comprehend the challenges faced by Black women executives facing
obstacles because of their race and/or gender.
Rigorous observance of the interview protocol enhanced the validation of the study. This
involved utilizing audit trail, reflexivity, and presenting rich, detailed descriptions of the findings
(Merriam & Tisdell, 2016). In line with Plummer-D’Amato’s (2008) recommendations, thorough
observations were be employed, enabling the researcher to identify the most pertinent themes. I
engaged in reflexivity, recognizing that their actions and decisions can influence the research’s
meaning and context, ensuring that the conclusions are based on the actual data (PlummerD’Amato, 2008).
An audit trail serves the purpose of record keeping and examination of the procedures
employed for data acquisition, category development, and decision-making throughout the
research journey (Merriam & Tisdell, 2016). By offering comprehensive information about the
participants, including their characteristics and the settings in which the research took place, and
by furnishing detailed and vivid descriptions of the data used as the basis of conclusions, the
researcher will improve the transferability of research findings (Lincoln et al., 1985).
Ethics
All communication throughout this process occurred via written correspondence, email,
or video conference. The study went through the University of Southern California (USC)
Institutional Review Board (IRB) to ensure the study maintains ethical standards throughout the
research (Merriam & Tisdell, 2016). Furthermore, I completed the Collaborative Institutional
Training Initiative (CITI Program) for human subjects.

71
Merriam and Tisdell (2016) highlighted that participants might find the process of
gathering qualitative data intrusive. Qualitative researchers must recognize the considerable
influence they wield when participants entrust them with the responsibility of sharing their
personal stories with the broader audience (Dempsey et al., 2016). Therefore, it was essential to
be careful with the language used and that I avoided any assumptions about the participants’
identities. Additionally, pre-existing relationships with the participants could pose ethical
dilemmas (Merriam & Tisdell, 2016). Hence, I facilitated the interviews in a neutral and
unbiased way.
I established guidelines at the beginning of the session, underlining the importance of
maintaining confidentiality regarding any information shared by participants (PlummerD’Amato, 2008). Each participant received a unique identifier to track their responses. I ensured
that individual comments remain anonymous and unidentifiable by storing all identifiable
personal data separately from the analysis data, in a distinct file. I securely managed the storage
of all data on a password-protected computer. Once this study is complete, I will securely delete
any data that could identify a participant within 24 months. The expected risk associated with
this research is extremely low, if not non-existent. Participants received a detailed study
information sheet, outlining the informed consent process, the voluntary nature of their
involvement, their right to withdraw at any stage, the guarantee of confidentiality during the
interview and data handling, and my contact information along with my chair’s contact
information. Maintaining the confidentiality and integrity of both the participants and the
research was critically important. Each interview took place in a private Zoom room. I asked
participants asked permission to utilize their video cameras and ensured fictitious names instead
of their actual names were used to ensure additional privacy.

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Summary
One-on-one interviews represented a valuable approach for obtaining in-depth insights
into people’s thoughts, experiences, and attitudes. The complexity of data generated with digital
interviews presents analytical and interpretational challenges. Therefore, it is imperative that
records of discussions not only capture spoken words but also consider non-verbal signals.
Ensuring reliability was paramount. The criteria for assessing trustworthiness in qualitative
research encompass a range of factors, with the inclusion of rigorous data analysis, researcher
self-reflection, audit trail and presenting rich, detailed descriptions of the findings. I also ensured
methods for ethics such as confidentiality.

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Chapter Four: Findings
This chapter discusses the results of a research project that explored how the murder of
George Floyd, the subsequent social justice movements, and the COVID-19 outbreak in 2020
affected the professional lives of Black women holding senior leadership positions. The research
aimed to understand the lived experiences of these Black women executives through thematic
analysis. It is divided into four main sections. First, the chapter begins with an introductory
section. Second, a concise review of the participants’ demographics lays the groundwork for a
more detailed examination of the results. The heart of the chapter is the third section, where the
findings are reviewed through thematic analysis. This analysis highlights the main themes that
surfaced from the data, offering in-depth accounts to exemplify these themes. It synthesizes the
viewpoints and experiences of the participants, revealing the subtle ways in which these events
have influenced their professional paths. This approach provides perspectives and underscores
the impact on these leaders. The chapter concludes with a concise recapitulation of the crucial
discoveries, setting the stage for further discussions on their repercussions, suggestions, and
conclusions in the subsequent chapter.
By examining the accounts and insights of the participants, the study reveals the ways
in which the events of 2020 have influenced the career paths of Black women executives.
Although the participants had varied career and leadership experiences influenced by their
distinct personal histories, they shared similarities in how their identity as Black women
affected their career advancement, access to opportunities, setbacks, and the strategies they
adopted to navigate environments that were not originally designed to support them.
Understanding the motivations and experiences that guided them in navigating their
professional landscapes was essential. The research questions that guided this study were:

74
● RQ1: What impact did the murder of George Floyd and the Black Lives Matter social
justice movements of 2020 have on the career experiences of Black women in
executive leadership roles?
● RQ2: What impact did the COVID-19 pandemic and the resulting economic
downturn have on the career experiences of Black women in executive leadership
roles?
Participants
Introducing each Black woman executive provides an understanding of the valuable
lessons learned from their narratives. In this study, it is vital to grasp the participants’ histories to
facilitate a deeper examination of their experiences. Eleven women were interviewed, from
directors to C-level executives. There were nine in the for-profit sector and two in the nonprofit
sector. This section offers a concise overview of the participants in the study. The chapter
progresses by exploring the varied and rich backgrounds and experiences. These Black women in
senior leadership positions are not just subjects of this research but are storytellers sharing their
distinctive journeys, demonstrating perseverance, resilience, ambition, and how they navigated
the complexities of significant global and societal changes on their professional paths. Through
examining their stories, we explore a variety of themes that highlight the nuanced interaction
between personal values and organizational dynamics, shedding light on the professional
journeys against the volatile backdrop of the events of 2020, including social unrest and the
pandemic’s novel challenges.
Table 2
Participant Overview
Participant Sector Role

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Alicia Financial
Services
President in the financial services industry with 24
years of experience, 10 of which have been with her
current company.
Erykah Real Estate Currently in the C-Suite and has worked in her current
role for nearly two years. Previously founded her own
Accounting and Advisory consulting firm. During covid
she served as a senior vice president, DEI but chose to
give it up due to the lack of support from company
leaders.
Janet Insurance Senior director with nearly 12 years of experience. The
role serves as the head of operations.
Jill Technology Serves as a senior vice president with over 25 years’
experience working in predominantly White
institutions.
Lauryn Media &
Entertainment
Has a nearly 15-year career in media and entertainment,
lastly as a senior vice president. She has recently
transitioned to entrepreneurship.
Mae Technology Holds a senior vice president role and had been in her
role less than six months at the time of the interview.
Mary Technology Holds a senior vice president role and manages and has
oversight of over 600 staff. She has been promoted
numerous times over her nearly 15 years with her
current company.
Patti Financial
Services
Senior leader in Diversity, Equity, and Inclusion. She
has a history of DEI roles in technology and
entertainment. She had been in her role for nearly one
year.
Tina Publishing Tina is a senior director and has worked for over 20
years in global companies, mainly in consumer goods.
She recently transitioned publishing and has been in her
role for two years.
Katherine Nonprofit Holds two C-suite level roles in her organization and
has been with her employer for over 10 years.
Michelle Nonprofit Is in a C-suite level role, which she has held for an
estimated 1.5 years. She has been with her organization
for nearly 20 years.
Alicia
Alicia, president in the financial services industry with over 20 years of experience,
recalls the murder as an awakening for many who were unaware of the depth of discrimination
against Black people in the U.S. She found it challenging when suddenly White people wanted to

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know her thoughts and experiences with discrimination. Alicia found it exhausting to be
expected to speak up more as a leader following these events. She was forced to revisit past
experiences of discrimination that she had previously overlooked. As a result of these major
social events, Alicia’s organization decided to do DEI training in 2020. However, they realized
they needed to build an equitable culture within the company first. She emphasizes the
importance of understanding what diversity means to an organization before implementing DEI
work.
Erykah
Erykah works in Real Estate in the C-Suite and has worked in her current role for nearly
two years. Erykah expressed deep concerns for her son’s safety in the context of societal issues
highlighted by George Floyd’s murder, questioning what she could do to protect him. She also
shared pride in her daughter’s authenticity and independence as a young adult as she lives her
life genuinely without conforming to societal expectations. Erykah finds her daughter’s approach
to life refreshing and inspiring. Her career journey has been significantly influenced by the
events of 2020 and was deeply affected by George Floyd’s murder. This event made her reflect
on not just the safety of her own son but the broader treatment of Black Americans. Interestingly,
this time coinciding with a significant career change for her. She transitioned from her corporate
role to become the first SVP of Diversity, Equity, Inclusion, and Belonging at her company. The
shift to remote work and the challenges it brought led her to leave her company and focus on
growing her own business before returning to corporate America.
Janet
Janet is in the insurance industry and serves as senior director with nearly 12 years of
experience. Throughout the interview, Janet shared her personal and professional experiences,

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especially in the context of 2020’s pivotal events. Reflecting on George Floyd’s murder, Janet
expressed how the event was profoundly impactful, marking the first-time racial discussions
became central in her family dialogues, emphasizing the necessity of these conversations for
awareness and change. Janet is a parent and discussed the importance of having conversations
with her daughter like those her parents had with her, especially in the context of societal issues
and personal identity. She highlighted the influence of social justice movements and the
pandemic on workplace dynamics, advocating for meaningful corporate engagement in DEI, and
not merely superficial initiatives. Janet discussed how the pandemic altered her operational role,
emphasizing the transition to remote work and its effects on team interactions and leadership
approaches, underscoring the significance of adaptability and empathy in leadership during
challenging times.
Jill
Jill is in technology and serves as a senior vice president with over 25 years’ experience.
Jill’s interview offered a comprehensive view of her experiences following the significant events
in 2020. Key aspects of the interview include Jill’s reflections on personal and professional
identity, the changing dynamics within organizations in response to the social justice
movements, the impact of these events on her leadership style, and the heightened demands and
recognition of HR roles during the pandemic. She discusses the nuances of navigating her Black
woman identity in executive spaces, the variances in organizational support and sustainability of
DEI initiatives, and the mental and emotional toll these challenges impose. She offers advice to
young Black professionals, emphasizing self-advocacy and the importance of mentorship and
allyship in navigating corporate landscapes.
Katherine

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Katherine is an executive in the public health sector with an emphasis on marginalized
communities. She is in the C-suite level roles in her organization and has been with her employer
for over 10 years. Katherine mentioned her son during her interview. As she reflected on past
racial injustices, she expressed concerns about how her son, who was a young adult at the time of
the interview, tall, and muscular, might be perceived by others. She wondered if she sufficiently
prepared him with the guidance he needs, which heightened her emotional response to the
George Floyd incident. Katherine’s reflections on the events of 2020 highlight her introspective
journey through a turbulent time, highlighting the nuanced challenges Black women executives
faced, the importance of authentic leadership, and the imperative for empathy and adaptability in
times of crisis. The murder of George Floyd heightened her sensitivity and awareness within her
professional environment, making her more attentive to underlying sentiments in workplace
conversations. During the COVID-19 pandemic, Katherine faced challenges in her leadership
role, particularly in addressing vaccine hesitancy among communities of color with historical
mistrust in the healthcare system. She emphasized the need for empathy and understanding in
healthcare communication, reflecting on the broader societal impact of the pandemic on mental,
physical, and emotional health.
Lauryn
Lauryn has over 10 years in media and entertainment, lastly as a senior vice president. She
has recently transitioned to entrepreneurship. Lauryn has a young son. She discussed balancing
her time between work and spending time with him, especially during the COVID-19 pandemic
when she was working from home. Transitioning from a structured corporate environment to
entrepreneurship, Lauryn reflects on personal growth despite the challenges. Her narrative
provides insights into the experiences of Black women in leadership, their contributions, and the

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complexities of navigating success and authenticity in dynamic contexts. During the interview,
Lauryn shared she felt an increased duty to make informed decisions not only for her
organization but for her community, emphasizing the emotional and social burdens of being a
minority in a significant position during a crisis. Regarding the COVID-19 pandemic, Lauryn
understood how tragic the time was but also found personal and professional growth and
closeness with her family during lockdowns.
Mae
Mae holds a senior vice president role in the technology industry and had recently started
at her company at the time of the interview. Mae’s insights underscored the intersections of race,
leadership, and personal resilience. Reflecting on George Floyd’s murder, Mae expressed intense
emotional turmoil and anger, exacerbated by personal fears for her family’s safety and a broader
concern about racial injustice. She expressed her deep concern for her son’s safety and the
urgent necessity for her husband to safeguard him. She pointed out that when our communities
are in crisis, Black men often encounter adverse situations. Mae discussed the impact of the
COVID-19 pandemic on her professional life, noting that it paradoxically offered her visibility
and accelerated her career advancement. She highlighted the importance of authenticity and
being selective about how she engaged with others about challenging topics, especially during
heightened periods following 2020.
Mary
Mary is a senior vice president role in technology and has oversight of over 600 staff. Mary
shares her experiences and insights as a Black female executive in a predominantly White
corporate landscape. She describes the impact of George Floyd’s Murder as a critical point in
society, highlighting its effect on her personally and professionally and its broader impact on

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Black employees within her company. As a parent to one child, she discussed thinking about
how her daughter felt and coped with being in a predominantly white school environment,
including her reactions to comments and the overall impact on her behavior and well-being,
during that time. Mary underscores the importance of highlighting achievements, strategic
alliances, and maintaining integrity while navigating corporate environments. Mary’s reflections
indicate the importance of resilience and the need for personal adaptation to new challenges,
including those presented by the pandemic. She emphasized the value of building a supportive
community within the workplace. Mary discussed the complexities of navigating corporate
environments as a Black woman, balancing authenticity with the strategic presentation of self to
overcome biases and stereotypes. She highlighted the importance of building strategic
relationships, mentorship, and networking, especially with allies, to advance in one’s career.
Mary stressed the importance of maintaining wellness and work-life balance, incorporating
relaxation and leisure to cope with stress and maintain mental health. She advised focusing on
tangible achievements and examining the data of your achievements to build confidence and
counteract any negative perceptions or biases.
Michelle
Michelle’s C-suite level role is new for her non-profit organization. She has held this role
for an estimated 1.5 years, but she has been with her organization for nearly 20 years. Michelle
underscored a shared experience of outrage and a desire for societal change among her peers
following the murder of George Floyd. She chastised herself amid hopefulness and said to
herself, “Girl, please, this is America. This is what’s been happening forever.” She is a parent of
two young children, and she felt relief that she did not have to discuss what was happening with
them. In her role, she emphasized the importance of aligning the organization’s practices with its

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mission and values, especially in providing support and creating a safe space for staff during
challenging times. Michelle explained that the pandemic forced the organization to pivot and
innovate rapidly, affecting its mode of operation and interaction with the community, and
necessitating a transition to virtual engagement and support. Reflecting on her career, Michelle
contrasted her positive experiences in a supportive, values-driven organization with primarily
Black and Brown employees with past experiences in less inclusive environments, highlighting
the importance of being able to bring one’s whole self to work.
Patti
Patti is a Vice President in the financial services industry. She identifies as an “only
parent” to her daughter, which influenced her career and personal decisions. Patti provides a
detailed account of her experiences and perspectives as a Black woman in executive leadership,
especially focusing on the interplay of race, gender, and parental status in her professional life.
Patti reflected on her motivations for being in DEI field was not because of initial passion but a
desire to implement substantial and structured change. Her driver was to create a different
outcome for her daughter. She observed that the DEI initiatives lacked the rigor and structured
approach seen in other HR functions, focusing more on social activities than on effecting
substantive change. Centering the importance of her motherhood, Patti emphasized the
importance of support systems, both professionally and personally, especially as an “only
parent.” Patti stressed the importance of networking and allyship across racial lines to support
career advancement for Black women.
Tina
Tina is a senior director in publishing and has worked for over 20 years in global
companies. Tina shared experiences and insights as a Black woman navigating the corporate

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world, emphasizing the significance of self-advocacy, education, and resilience in professional
growth and personal well-being. Tina was transitioning between companies during George
Floyd’s murder. She reflected on her initial underestimation of the event’s societal impact and
discusses navigating corporate spaces as a Black woman during this period. Tina emphasizes the
importance of educating and raising awareness in the workplace about racial issues. Tina’s
bravery and confidence have been sustained, and she strives to provide guidance for young men
and women entering the workforce.
Findings
The themes from the research summarize the multifaceted impact of the significant
events of the murder of George Floyd, the subsequent social justice movements, and the COVID19 pandemic on 11 Black women in executive leadership, emphasizing the interplay between
personal identity, professional roles, and how they converged since 2020. They reflect both the
challenges and opportunities faced in their executive roles during this time. Katherine
emphasized, “We still struggle as Black women… I think that I still don't get some opportunities
that I could probably get.” Here, Katherine discusses how as a Black woman, she feels she is
missing the nuanced differences in opportunities and perceptions among Black women in
professional settings, highlighting that credentials like being a doctor can influence
opportunities. Yet, she contends that disparities persist even among highly qualified individuals.
Four participants reflected on the laws and history that have impacted on where we are today.
Whether it be the mention of Rodney King, Ahmaud Arbery, this reflects the continual history of
discrimination against Black people.
The research participants were thoughtful and vulnerable in their reflections on career
trajectory, the intersections of professional and personal identities, and adaptive strategies in

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facing societal and personal challenges. Many women spoke of how their identity as Black
women intersects with their leadership role, influencing their decisions and interactions within
the organization. They did this while balancing authenticity and strategically managing their
careers to overcome biases and stereotypes. For example, Tina shared, “when you’re [a Black
woman] in this corporate space for many years, you learn how to navigate it very strategically,
very thoughtfully from the words you use, how you show up, how you interact with people, what
you do, what you’re going to share.”
After analyzing the reflections of these Black professional women, the key themes that
arose from my data analyses were:
1. The evolving corporate response to racial injustice;
2. Navigating identity and advocacy in corporate leadership;
3. The impact of remote work and the pandemic on professional dynamics & leadership;
4. The importance of mentorship and support networks;
5. Addressing microaggressions and institutional biases; and
6. Wellness and coping mechanisms.
The Evolving Corporate Response to Racial Injustice
Black women’s discussions reflected a critical examination of how corporations
responded to racial injustice illuminated by the George Floyd incident and the broader Black
Lives Matter movement. The interviews highlighted varied organizational reactions to the Black
Lives Matter movement, affecting how Black women executives perceive and engage with their
workplaces. The discussions highlighted how events in 2020 increased dialogue on race,
influencing corporate cultures and empowering them to reflect on their own personal values. The
events led to an initial surge in corporate DEI initiatives, though a common theme amongst the

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women was skepticism about their longevity and depth, contemplating on the patterns in how
corporations react to social issues over time. Tina observed that workplace uncertainty and
customer reactions compelled organizations to act. There was an increased reliability of Black
people to lead these initiatives of these corporate responses. The Black women in my study had
to push back and educate their leaders on how to manage. Janet, for example, stated, “I think by
me, pushing the line a little bit to make sure that the ownership didn’t land on the [Black] people
to do the work but pushing it up the ladder. I think it was respectfully heard and appreciated.”
Janet reflected on their own actions aimed at ensuring that the burden of advocating for and
implementing change does not fall disproportionately on Black individuals, who are often most
affected by inequities. By “pushing the line a little bit,” she advocated for the shifting of
responsibility from those who are impacted by institutional biases to those in positions of power.
This is a recognition that true change in an organization’s culture or structure often requires
intervention at the highest levels, where decisions about policy and resource allocation are made.
She managed to navigate the complexities of organizational dynamics in a way that was nonconfrontational yet impactful.
More than half of the participants specifically addressed the initial strong response from
allies or the institutions, however, there was concern about the sustainability of these changes.
Mae appreciated her company’s proactive efforts to address racial issues, including hosting
inclusive conversations and educational sessions, which she found audacious and supportive. At
the same time, she doubted the sustainability. She said, “And I thought that [company initiatives]
were helpful, but the intensity of the moment, wasn't sustained and it can’t be. But I would say
that I found no fault with the way that my organization managed the whole thing.” Erykah
similarly indicated, “I didn’t think that the Diversity, Equity and Inclusion movement was

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sustainable.” Likewise, Tina observed shifts in organizational practices but also recognized the
need for deeper, more substantial changes beyond performative gestures. She stated, “I just
remember just thinking, quite frankly, that it felt all like a charade… And I felt like it wouldn't
last.” Erykah’s skepticism about the sustainability of the DEI movement, echoed by Tina’s call
for meaningful change over superficial acts, sets the stage for the participants’ observation of a
recurring pattern where companies’ initial commitment to DEI gradually diminishes, revealing a
cycle of reversion to prior behaviors.
Patti and Mary noted a pattern where initial corporate dedication to DEI wanes over time,
leading to the delusion of focus on DEI and companies falling back into their old habits over
time. Patti discussed the cyclical nature of organizational commitment to DEI observing that
after a period of heightened empathy and action, there’s a tendency for companies to regress,
reducing DEI efforts and resources. This reversal includes walking back on commitments,
eliminating DEI roles, and a shift back to old practices, underscoring the challenge of making
DEI efforts sustainable and systemic. She stated, “you're watching companies walk back their
commitments that they made…And there has to be a commitment to [DEI], because that requires
structural change.” Janet gave an example of this in her company, she was asked to help establish
and be a leader in a Black Employee Resource Group (ERG), but these efforts were not
sustained. However, she believes that although the initiative has declined due to corporate and
HR control, introducing it as a passion project has opened new opportunities for her in the
workforce. Interestingly, Mae questioned if it should be sustained given the intensity of the
response. Mae thought the reaction was “really over the top and, and there was so much, there
was a lot of blaming and shaming in the moment that I felt like would ultimately not be great in
terms of like sustaining the conversation.” These sentiments delved into the complexities of

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organizational commitment to DEI and the varied responses such efforts can evoke within a
company. Janet’s experience is emblematic of many organizations’ initial steps towards DEI
initiatives which are often introduced with good intentions but falter in the absence of sustained
support and structural integration. It illustrates the double-edged nature of such initiatives. They
can lead to significant personal and professional development for individuals like Janet.
However, they can be a source of resistance, as Mae expressed. The overall narrative highlights
the need for a robust, sustained commitment to structural change within organizations to truly
embed DEI principles in their culture, beyond the superficial level of temporary projects or
initiatives.
Navigating Identity and Advocacy in Corporate Leadership
The events of 2020 heightened the visibility of racial issues. The insights from these
executives highlight the intricate challenges Black women face in corporate environments,
where they must tactfully balance being authentic with strategic approaches to counteract
biases and stereotypes. Post-George Floyd’s murder, many of the Black women found a
renewed sense of purpose in advocating for change and leveraging identity to foster inclusivity
and understanding within their organizations.
The social movements of 2020 triggered deeper reflections on personal and professional
identity, influencing how they navigated her role and responsibilities. Lauryn captured the
profound emotional and psychological toll experienced by a Black woman navigating a
corporate environment that lack genuine inclusivity. She expressed a sense of alienation and
identity conflict as she didn’t know how to exist as a Black woman in a predominantly White
institution. For Lauryn, there is a dissonance between her authentic self and the persona she felt
compelled to adopt at work. She felt forced to operate in a way that alienated her from her

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authentic self, which was painful. This powerful insight that is reflected by three of these Black
women. Lauryn further said, “I wasn’t existing” and would advise young Black women to
“affirm yourself daily and know who you are” as she doesn’t “think I really knew who I was
until I stepped away” from corporate America.
Alicia reflected on the complexities of being a Black woman in leadership, balancing her
identity with the expectations of her role. As a Black woman leader, Alicia felt pressured to share
her experiences and take a more vocal stance, which was not something she initially desired,
illustrating the tension between the discretion of her personal needs and professional
expectations. Alicia stated, “I think it was challenging … because all of a sudden White people
wanted to know what we thought and have you ever been discriminated against. … It was not
something I actually wanted to do.” The sudden shift in attention and expectations placed on
Black employees, although perhaps well-intentioned, felt burdensome and unwanted,
highlighting the discomfort and pressure of the moment, especially as a leader in the
organization.
Michelle's career choices and experiences are deeply shaped by her intersectional
identity, which brings a unique viewpoint on the importance of solidarity and empathy within the
workplace. Michelle prioritizes ensuring that the organization's actions reflect its core mission
and values. Her focus is on offering support and establishing a secure environment for
employees, particularly through difficult periods. The nonprofit Michelle worked for, responded
to the heightened need for support during the pandemic and the social justice movements by
ramping up mental health resources and ensuring a supportive environment for its predominantly
Black and Brown staff. Michelle talks about the liberation of being in a predominantly Black and
Brown institution.

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Reflecting on her career, Michelle contrasts her positive experiences in her supportive,
values-driven organization where she works with mostly Black and Brown employees, with past
experiences in less inclusive environments, highlighting the importance of being able to bring
one’s whole self to work. Michelle highlights the profound impact of being able to align her
professional persona with her Black identity, emphasizing the significance of feeling seen and
valued in her workplace. This contrasts sharply with her previous experiences, where constant
self-censorship and concern about being stereotyped were mentally exhausting. She values her
current role for the agency it provides and the ability to be herself, which is a stark departure
from the need to navigate stereotypes and biases in less inclusive environments. As Rabelo et al.
(2021) indicate, the concept of the “White gaze” which includes that “White display rules” shape
the way Black women navigate the stereotype of being perceived as “angry” by unfairly policing
their tone and demeanor, often misinterpreting calm assertiveness as aggression. This theme is
evident in numerous instances where Black women's normal behavior is incorrectly labeled as
angry.
Similarly, Katherine’s interview revealed how her personal experiences with racial
injustice and the pandemic deeply influenced her professional identity and actions, highlighting
the interconnectedness of personal values and professional responsibilities. “I was so worried
about someone saying, ‘she’s just mad’, I stopped talking. Didn’t say anything in a meeting
because they’re gonna think I’m angry because I'm so passionate. They’re gonna say, I’m being
aggressive. So, I’m gonna be quiet.” However, in her act of resistance, Katherine said “And now
it's like, you know what, I can’t do that. That’s the impact it’s [social justice movements] had.”
Katherine’s initial silence can be seen as a protective measure to navigate a professional
environment where Black women’s emotions and expressions are unfairly judged and

89
mischaracterized. The social justice movements empowered her to reject the self-censorship that
was once a defensive strategy against stereotyping. Her resolve to speak up, despite potential
misperceptions, represents an act of resistance in her workplace.
Despite frustration, the participants highlighted how the experiences in 2020 intensified
their commitment to justice and equity, influencing their leadership approach and decision
making, illustrating the role of executives in driving organizational and societal change. As a
leader, Katherine emphasized “We have to know from this point on, it’s really gotta be about
respect. It’s gotta be about giving each other grace. … I want people to see there is a person that
looks like them and cares about them.” Michelle reflected on the organization's commitment to
supporting their staff, particularly Black male employees facing tough times without much
family support, by going beyond the traditional employer role. This approach was aligned with
their values of prioritizing people over work discipline, even though it later led to challenges in
balancing work product focus with their supportive initiatives. She stated, “I just remember us as
employers, going above and beyond for folks…we care about people first.” Michelle was
appreciative of her company’s commitment to prioritize and support the well-being of their
employees. She is in a company culture that prides itself on being people centered.
Janet stressed the need for activism, advocacy and resilience in shaping leadership styles
and organizational priorities for Black women executives. She discussed the varied reactions to
addressing racial issues in the workplace, ranging from empathy to denial. She referred to the
long history of social and economic injustices faced by Black people and connected these issues
to her industry by examining practices like redlining. Her efforts to raise awareness within her
company about systemic biases mark a significant moment of being heard and acknowledged.
Janet challenged the dismissive attitudes towards race and emphasized the enduring impact of

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historical and systemic injustices on Black individuals. Janet drove meaningful dialogue about
race, stressing the necessity of recognizing and addressing the long-standing socio-economic
disparities shaped by racism.
Emphasizing the importance of being politically savvy and visible, Mae shared
insights on navigating workplace dynamics and biases, including advocating for oneself and
being intentional in the kinds of critical conversations she engages in. She said “I think the
most helpful thing that came out of those [events] was that being politically savvy is not a bad
word. ... There is no surviving the corporate world if you don't figure out how to navigate it.”
Mae expressed that she felt empowered to play pivotal roles in advocating for change and
supporting the communities within corporate settings. Similarly, Mary demonstrated proactive
leadership by creating forums for dialogue and support for Black employees following
significant societal events. Mary informed that “As a leader, I was compelled to address it,
and compelled to be bold in my leadership and step forward and have conversations when
nobody was.” This act of stepping forward when others remained silent not only underscores
her leadership qualities but also reflects her commitment to confronting challenges directly
can be seen as a defining moment in her leadership journey. It exemplifies the courage and
responsibility required to foster change and address critical issues head-on. Her actions
demonstrated how leaders can influence workplace culture and norms positively by being
proactive and engaging in open dialogue.
Regarding her identity and executive role, Mae shared her deliberate efforts to
navigate her career without succumbing to pressures to represent or speak on behalf of all
Black people. She highlighted the importance of authenticity and selective engagement,
especially during heightened periods of racial awareness: “If we talked about race candidly

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before George Floyd, we could continue to talk about race post-George Floyd. If we did not,
we should not be talking about race.”
Tina described becoming more fearless in expressing her identity at work. She has always
remained true to her identity and values, particularly in advocating for what's right, a principle
instilled by their upbringing. However, following the events of 2020, she became more fearless
in expressing herself fully in the workplace, highlighting a transition from merely holding these
values to actively embodying and asserting them in her professional environment. Tina asserted
“I was less afraid and fearful of showing up. I had created the courage to say … this is how I'm
going to come in to work. … I was going to speak up for what was right.” Something about the
events ignited a fire in her not to be silent any longer.
Despite being strategic about her approach to her career, Mae reflected on how her
identity as a Black woman has shaped her career trajectory, believing that her achievements and
progress would have been significantly different in another’s body. She perceives a discrepancy
in performance expectations, feeling that her accomplishments are not valued equally and that
she must exceed standard expectations to be recognized. Her experiences highlight the
challenges of navigating professional spaces where racial and gender biases affect recognition
and advancement opportunities.
Black Women’s Heightened Visibility and Responsibility
The murder of George Floyd and subsequent movements heightened the visibility of
these Black women executives, often placing them under pressure to lead diversity and
inclusion initiatives, irrespective of their primary professional responsibilities. The events
intensified expectations for Black women executives to be the voice for Black perspectives in
her organization, increasing the pressure on her leadership roles. For example, Lauryn felt a

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heightened sense of visibility and responsibility to represent her community effectively within
her corporate environment during the social upheaval. Lauryn said:
I was asked to be the Black voice and I felt even more of a duty or responsibility to
make the right decision. And yes, for the organization that I was working for, but also
for my community. And it was one of the biggest times where I felt like, I have a seat at
the table and like I need to do something with it.
This moment was pivotal for Lauryn as she was emphatic about the opportunity and the duty to
make impactful choices that would benefit both the organization and her community.
Patti also felt an increased pressure to lead and advocate for racial justice within her
organization, balancing her role with the expectation to represent their community. However,
Mae was the only participant who rallied against that notion. She had no intention of succumbing
to that kind of pressure. She said, “I think I didn’t feel any pressure to show up. I really didn’t
and I wouldn’t, I wouldn’t have succumbed to it either.” Mae underscored the importance of
individual agency in the workplace. She was adamant about maintaining her integrity and
personal standards at work.
Mae and Lauryn talked about how they dress and how their hairstyles impacted
perceptions in the workplace. Mae emphasized how her Black identity had significantly shaped
her professional appearance and approach to navigating corporate environments. She deliberately
dresses meticulously as a statement of her Blackness and a strategy to convey a specific image, a
decision reflecting her awareness of the importance of visibility and political savviness in
corporate success. Mae’s dedication to maintaining a polished appearance is contrasted with the
more casual attire of her executive peers, highlighting her unique stance on self-presentation and
the importance of standing out. Mae further stated, “For all my career, I have overdressed. You

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almost never find me underdressed and that is a deliberate choice I make because of my
Blackness. That’s one choice I make every single day.” Mae’s commitment to consistently
“overdressing” is a deliberate effort to ensure she is not only seen but respected within her
predominantly White executive circle. This decision highlighted the heightened visibility and
scrutiny that Black women often experience. Her meticulous attention to dress acts as an armor
to preemptively address stereotypes and command respect.
Just as Mae uses her attire as a daily statement of her identity and to challenge
perceptions, Mary also takes deliberate actions in her leadership role to support and uplift her
community within the corporate environment. Align with other Black leaders, Mary took
proactive steps to address the concerns and feelings of Black employees, creating forums for
dialogue and support. Mary exemplified this by informing me, “I felt like that was my duty as a
Black leader in a very, very white company. … All those interactions over time, equal
community of people that you then have some level of connection to.” Mary was driven to
support the employees the best she can. The collective effort with her and other Black executives
illustrated the critical impact of leadership in shaping a supportive and inclusive corporate
culture, especially in environments where diversity may be lacking.
Janet shared that she was assigned more responsibilities at her company as she
voiced her concerns and suggestions about the company’s actions. Her proactive
approach led to her feeling empowered, but it also resulted in an increased workload.
Janet’s experience of gaining more responsibilities through her proactive stance reflects
a broader trend among Black professional women, as Mary articulated, recognizing their
own strategic career moves as representations of resilience, perseverance, and the
tenacity often expected of them in the workplace. Mary asserted:

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Every move I make is my career, I have a method to my madness. I feel like I
represent a population of Black women that often people love to use us for our
tenacity and to get it [work] done. This and many of us are known to do that.
The way we push our thick skin, our resilience, our perseverance, our
adaptability as professionals. And I feel like, you know, I exhibit a lot of that.
Mary employed a strategic and purposeful approach to career management, where each action is
thoughtfully considered as part of a broader professional plan. She understood the stereotype of
Black women as inherently tenacious and resilient, which is exploited in professional settings to
leverage their hard work and dedication. This approach underscores her agency in shaping her
career trajectory and is also a powerful commentary on how Black women are valued and treated
in organizations.
Advocating for Inclusive and Adaptive Organizational Practices
Companies that actively engaged in discussions about racial justice and supported their
employees demonstrated a commitment to inclusivity, which was important for the well-being
and retention of Black women in leadership roles. Several participants’ experiences underscored
their commitment to taking action in advocating for more inclusive and adaptive practices within
their organization, promoting the importance of diverse hiring, empathetic leadership, and
creating environments where all employees can thrive. For example, Katherine experienced a
heightened awareness of racial issues and felt compelled to advocate for equity and justice within
her organization, signaling a shift toward more active participation in social change. In addition,
the social justice movements of 2020 prompted Michelle and her organization to scrutinize and
align their practices more closely with their mission and values, particularly in supporting racial
justice. Both Michelle and Katherine work in the non-profit sector, which may make it easier for

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them to interrogate as non-profit organizations are often mission-driven and this intrinsic
motivation can make it easier for them to scrutinize and align their practices with their mission
and values, especially during social justice movements.
Alicia’s experiences highlight a broader awakening and increased dialogue around racial
issues following George Floyd’s murder. She described this period as a challenging time when
suddenly, there was a surge in curiosity and conversations about racial discrimination. Given
her role, Alicia had the opportunity to not only have impact within her organization, but also
externally. She noted the effects on her clients and the broader community, including changes in
funding, grant-making, and increased focus on DEI in philanthropy, indicating a shift towards
more socially conscious business practices. In her nonprofit role, Katherine also had the
opportunity to have impact in the external community.
Erykah highlighted her involvement in diversity and inclusion efforts within her
organization, detailing the successes and hurdles in fostering an inclusive corporate culture.
Erykah discussed transitioning to a pioneering role as SVP of Belonging and Inclusion amidst
significant societal changes, including George Floyd’s murder and Juneteenth becoming a
national holiday. She highlighted the challenge of integrating these societal issues into the
workplace, emphasizing the importance of employees bringing their whole selves to work.
Erykah reflected on the difficulty of navigating leadership expectations and creating meaningful
programs when leadership was unclear on their goals, especially considering the influence of
equity partners on the company’s engagement with social justice issues. In her new role, she had
to figure out to address the social justice issues in the work because:
People bring their whole selves to the workplace. ... They’re bringing everything,
including outside experience. And so how do we cultivate and nurture people from that

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standpoint inside the work environment?... I was trying to figure out, what type of
programs, what type of communication to put out around certain events or certain ethnic
and cultural events. I think what was hard for me is understanding, how to navigate
leadership not knowing what they wanted out of it.
Erykah recognized the importance of employees bringing their “whole selves” to work, which
included their experiences and cultural identities. She wanted to employ a holistic approach in
developing programs and communication strategies that acknowledge and celebrate this
diversity. However, Erykah faced challenges in aligning inclusive initiatives as she tried to
bridge the gap between the intent to support inclusion and the practical implementation of
meaningful actions. Similarly, Michelle discussed the necessity and ways of adapting
organizational practices and strategies in response to changing external conditions, ensuring
continuity, and support for the community and staff.
While Michelle and Erykah emphasized the importance of adaptability in organizational
practices, Mary, on the other hand, provided a contrasting perspective by highlighting the
challenges of maintaining the momentum for change. Mary reflected on the initial momentum
for change within her company following significant societal events, expressing concern that this
momentum has since diminished. She attributed this to a dilution of focus, where efforts to
address specific issues facing the Black community have been broadened to include other
groups, potentially detracting from the unique challenges Black people face. Mary illuminated
the distinct and systemic nature of discrimination against Black Americans, acknowledging the
struggles of other communities while highlighting the specific historical and ongoing injustices
faced by Black individuals. Mary shared, “Fast forward to now… we have diluted what we were
fighting for and what we were addressing and correcting. But there has been a unique and very

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strategic way in which the Black community in America has been treated.” Mary underscored
her concern that while the initial intent was to address injustices in her organization, the focus
may have shifted, leading to less potent or redirected efforts. She understands systemic
challenges persist despite ongoing social justice movements. It was a call to action for her
organization to reevaluate their strategies around inclusion for Black employees.
Enhanced Self-Awareness, Empowerment and Professional and Personal Growth
Throughout the interviews, the Black women executives discussed their journey of selfreflection and growth, emphasizing the importance of understanding one’s value, developing
courage, and leveraging personal experiences to inform leadership styles and decision-making
processes. For example, Tina’s identity as a Black woman influenced her career choices. She
was aware of the invisible barriers but was determined to overcome them. Tina would advise
her younger self to understand her value and develop courage. For aspiring leaders, she
recommended learning about the inner workings of their organizations to create opportunities
for themselves.
Shift Toward Authenticity
The events of 2020 facilitated a shift towards greater authenticity and selfrepresentation among Black women executives, challenging them to navigate their personal
identity alongside professional expectations. The societal and professional challenges of 2020
spurred personal growth and a deeper exploration of identity. For example, this empowered
Lauryn to engage more authentically in her roles and pursuits. Tina’s identity as a Black
woman influenced her actions in the workplace. She became less afraid of showing up and
expressing herself. When considering what changes or decisions she would have made
differently as she reflects on her past, Katherine stated:

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I think I would have started to be just totally honest; I think I would have become myself
sooner. I would have become myself sooner because as much as I hate to admit it, I think
I’ve had to withhold my true self to get to where I am. It’s not easy to say that, but I feel
like I need to say that. I think I wouldn’t do that again. I think that I would just be who I
am, what I am, because I feel like my knowledge and skills are enough. And I should not
have taken on the burden of trying to be different, to prove that.
This introspection was a moment of empowerment for Katherine. Katherine’s resolution to no
longer alter her persona to fit into predefined molds challenged both individuals and
organizations to consider how authenticity can be celebrated as an asset rather than a hindrance
to professional growth.
In the same vein, Michelle’s experience echoes Katherine’s sentiments about authenticity,
but with a slightly different perspective. She expressed gratitude for her diverse workplace that
allows her to be her authentic self, even if it means earning less. Michelle says of her diverse
workplace, “I was so grateful that I have a place where I can make a living and I can pretty much
be my authentic self. There are places where I can make more money, but it’s not worth my
peace.” Michelle expressed how important she rated the quality of her work environment. It was
important for her to articulate as it served as a reminder that job satisfaction and alignment with
values are significantly important to well-being.
However, for Mary, the approach to authenticity had to be strategic. She implies that her
responses can’t always reflect her true self. This highlights the varying degrees of authenticity
individuals navigate in their professional lives. Mary said:
I have to make sure that I'm tempering a lot of my response in a very calculated way so
that I can continue to achieve the end game, which is, be the example for someone else

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who's behind me…And then you can do it without losing every part of you, and who you
are, but you also can do it and keep your integrity. You can do it and keep your strength
and keep your resiliency and your durability, that everybody loves so much, but they also
can pay you for.
With this, Mary articulated the balance required to navigate corporate landscapes, particularly for
Black women who may face additional scrutiny or biases. She was passionate not just thinking
about her personal success but about being a model and advocating for an equitable organization
for other Black women who will be following in her footsteps.
Mary further discussed the practicality and necessity of maintaining dual personas—one
for personal life and another for the professional environment. She believes that being
authentically oneself at work does not mean forgoing adaptability but rather understanding and
responding appropriately to the workplace culture and its inherent challenges. This approach,
according to Mary, helps navigate professional spaces effectively while preserving one’s core
identity. Mary offered a nuanced perspective on the concept of authenticity in the workplace,
suggesting that maintaining distinct professional and personal personas can be a pragmatic
strategy. This adaptation should not be considered a compromise but a carefully tailored
expression of one’s identity, shaped by the organization. She was clear that fully merging one’s
personal and professional selves might not always be advisable in all work contexts. This is a
wise approach to safeguard a Black woman’s wellbeing.
Emotional Tax, Self-Reliance and Resilience
The events of 2020 imposed an emotional toll on the Black women executives, who had
to navigate their personal reactions to racial injustices while maintaining their professional
responsibilities, demonstrating significant resilience, which was a key theme in their journey.

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Many of their journeys included revisiting past experiences of discrimination and finding
resilience and empowerment through these reflections. As Katherine stated “Black women have
a different burden than any other woman. Burden is a good word to use to describe our
experiences in this world.” Patti highlighted Black women in executive roles faced heightened
emotional stress and a sense of personal and communal grief, impacting their professional
demeanor and responsibilities. Patti said, “There was a huge amount of leaning on you to carry
the burden … to be in your role and to try to care for yourself and your family, but also care for
the needs of others inside the organization.” This narrative from Katherine and Patti shines a
light on the distinct, compounded challenges Black women face, particularly in leadership roles.
Katherine’s use of the term “burden” to describe the unique experiences of Black women sets the
stage for a deeper exploration of these challenges. This account serves as a calling for a
reassessment of how organizations support their Black women employees. It underscores the
need for systemic changes to alleviate these burdens by fostering an equitable environment that
recognizes and compensates the unique contributions and challenges of Black women in
leadership positions.
Erykah talked about her personal development and level of resilience, illustrating how
external events like George Floyd’s murder and the pandemic have shaped her professional
identity and leadership style. She had to make difficult professional decision to leave her role
because she wasn’t getting the right level of support. She said, “Once I transitioned to this role, I
felt like it was to be seen not heard. They put me in a corner. You come out when we want to
show we have a dash of culture, ethnicity, or diversity in the company.” Her experience
highlighted the gap between the appearance of inclusivity and its authentic practice, which is a
critical issue in DEI practice. Being a mere token for public relations and instead genuinely

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integrate inclusivity into their core operational strategies was frustrating as she wanted to be
empowered to contribute meaningfully to this topic.
Katherine shared insights into how her leadership style evolved to address the urgent
needs of her community and organization during these crises, emphasizing adaptability,
empathy, and decisive action. Despite facing numerous challenges, Katherine and Michele
spoke to the resilience, innovation and growth that emerged from self-reliance of navigating the
events of 2020, for themselves, their organization, and their community. Tina discussed
invisible barriers and finding joy in overcoming challenges, emphasizing the need for selfadvocacy and growth. Tina advised understanding one's value and developing courage early in
one’s career.
During a period marked by racial injustice, Mae found the concept of allyship less
relevant to her experiences, viewing events like George Floyd’s murder as part of her ongoing
experience as a Black person. She was indifferent to the increased conversations about allyship,
feeling that these discussions didn’t offer her any new support or change her situation. Mae's
perspective underscores a sense of resignation and skepticism towards the genuine impact of
sudden spikes in allyship during times of public outrage. She expresses indifference towards the
concept of allyship. She didn’t feel the need for additional support beyond what she usually
required. She viewed the murder of George Floyd as a part of their quintessential Black
experience. She didn’t seek support as they didn’t perceive anything out of the ordinary had
occurred. In fact, she found the excessive concern discouraging. Mae further said:
I don’t get a ton of organizational support, nor do I look for it. I assume that I must go it
alone. I do have a network of Black professional friends. And I have a coach that I pay
out of my pocket. So, I find my own support by having a Black executive coach who is

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really good and really politically savvy. She’s taught me how to be politically savvy.
That’s been like the biggest support over the last few years, but I don’t really look for a
lot of organizational support. … I think I would send myself on a fool’s errand looking
for it.
Here, Mae underscored the systemic issue within hers and many organizations that fail to
provide adequate support for the career advancement of their Black women employees, which
was frustrating for her. Her decision to find support externally highlighted how she valued selfreliance and external networks for professional development. The effectiveness of the corporate
support structures was questioned and suggested a need to reassess and genuinely enhance their
support mechanisms to foster an inclusive and equitable work environment.
Tina has been aware of barriers but was determined to overcome them. She would advise
her younger self to understand her value and develop courage. For aspiring leaders, she
recommends learning about the inner workings of their organizations to create opportunities for
themselves. Tina and Mae emphasized the need for self-investment and understanding the
company’s talent development and succession planning process. Likewise, about Black women,
Mary said “As my mother always said, you gotta be 10 times better than your counterpart, and
that you will not get the same grace and mercy. Don’t look for it. You need to shine, know your
stuff, and get it done.” This message was delivered in a matter-of-fact way and encapsulated a
deeply ingrained narrative often shared within Black communities. It highlighted not just
persistent racial disparities in the workplace but in society in general. This is wisdom passed
down as a survival strategy.
The Impact of Remote Work and the Pandemic on Professional Dynamics & Leadership
The COVID-19 pandemic and economic downturn necessitated resilience and

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innovation. Black women executives had to adapt rapidly to changing business landscapes,
often facing disproportionate challenges in maintaining their roles and advancing their careers.
Tina’s reflections on the COVID-19 pandemic reveal significant insights into how the shift to
remote work exposed and exacerbated existing workplace inequities. She also noted how the
pandemic prompted a reevaluation of work-life integration and the necessity for empathy and
flexibility in leadership. The outbreak of the pandemic and the subsequent economic recession
led her organization to place a greater emphasis on DEI. This underscored how crisis
management and her company’s core values are closely linked. The pandemic forced Michelle
and her organization to adapt rapidly, shifting to virtual engagement and rethinking operational
strategies to continue their mission effectively.
Seven participants highlighted the shift to remote work presented unique challenges and
opportunities, impacting work-life balance and the dynamics of leadership and team engagement.
Three participants expressed their appreciation about the level of flexibility exhibited by
leadership in their company during COVID-19. For Patti, being a mother, she defined herself as
an only parent, is an important part of her identity and the biggest driver in how she makes
decisions. The care and support she felt from her organization during that time was critical. She
said, “I was very fortunate to have a boss who understood that my only parent situation and
helped me financially to bridge the gap so that I could pay for additional resources to support my
daughter.” Patti clearly appreciated the empathy and assistance provided by her boss. This act of
support not only alleviated her immediate burdens but also fostered a sense of loyalty and
gratitude toward her employer. By extending help beyond the typical boundaries of employer
responsibilities, the boss demonstrated a commitment to the holistic well-being of their
employees.

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Jill noted the increased workload and expectations placed on executives, particularly in
HR, during the pandemic. She said “There was a great appreciation for what HR leaders did but
it felt too little too late. We’re in a crisis. ... You’re not gonna burn me out. It’s nice to feel
valued, but I don’t appreciate being overworked.” Michelle described how the pandemic
necessitated swift changes and innovation within the organization, altering how it operates and
engages with the community, and leading to a shift towards virtual support and interaction. As
Tina described, COVID-19 highlights how the pandemic exposed weaknesses in business
operations and employee treatment.
Unexpected Career Opportunities
Considering the operational changes and exposed weaknesses that the research
participants highlighted, the pandemic not only transformed the organizational landscape but
also significantly impacted their professional lives of individuals. Specifically, for Black
women executives, this shift to remote work brought about a unique set of challenges and
opportunities, prompting a redefinition of their leadership and communication styles,
underpinned by tenacity and flexibility. The pandemic-induced shift to remote work altered
professional interactions and dynamics, presenting both challenges and opportunities for Black
women executives to redefine their leadership and communication styles. The words commonly
used were resilience, adaptability, and leadership.
The COVID-19 pandemic, while challenging, provided unexpected career advancement
opportunities as it required decisive leadership and problem-solving, areas where the Black
women leaders could excel and gain visibility. Specifically, Mae observed that the COVID-19
pandemic inadvertently advanced her career noting that it paradoxically offered her visibility
and accelerated her career advancement: “COVID was amazing for my career... I got promoted

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shortly thereafter, and a lot of good things just sort of happened for me… got the visibility that
helped me accelerate, so. I was one of the lucky ones”. Mae is aware that she is in a select
group who found the pandemic to be a catalyst for career acceleration, contrasting with the
widespread professional and economic hardships faced by many during the same period.
The pandemic created opportunities for creativity and new ways of working, though it
also posed constraints related to team dynamics and personal connections. For example, the shift
to remote work required Lauryn to adapt her leadership style, focusing more on empathy and
digital connectivity. During the discussion with Erykah about the effects of the COVID-19
pandemic on her career trajectory, she emphasized the shift towards more meaningful, valuedriven professional choices. The pandemic required Katherine to adapt her leadership style,
emphasizing flexibility, empathy, and crisis management, reflecting a broader need for
executives to navigate unprecedented challenges. Alicia and Mary reflected on the challenges of
transitioning to remote work and the importance of building a strong organizational culture in
this new context, emphasizing adaptability and resilience. Mary’s career strategies focused on
resilience and seizing new opportunities presented to her. Patti made a career shift during covid.
She was able to move to another company to a job she had to turn down in the previous year due
to location because they had adopted a remote operating model.
The Importance of Mentorship and Support Networks
The narratives from the Black women research participants highlight the critical role of
mentorship and supportive professional networks, particularly for Black women in executive
roles. Although self-reliance was important for some, when asked about the role of support
networks, the key themes that came out of the discussions included the importance of
community within the Black network, mentorship, allyship and self-awareness to navigate and

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thrive in leadership positions. For example, Lauryn underscored the importance of support
systems, including mentorship and peer networks, for navigating the complexities of executive
roles, particularly during times of crisis.
Alicia discussed the importance of mentorship, allies, and a supportive community as
crucial for overcoming challenges and advancing in her career. Alicia shared insights and
guidance for aspiring Black women executives, emphasizing positivity, assertiveness, and the
value of finding one's path while being open to learning and adaptation. Alicia confirmed:
I would say I’ve had some great mentors/allies who have brought me along and have
been amazing at telling people how brilliant they think I am… I think without that I
might not have gotten where I needed to go, because you need that person who's gonna
vouch for you… But especially for female and people of color we just don’t have as
many people at the top to help pull us along…I couldn’t have gotten where I am without
allies, without mentors.
Alicia made it abundantly clear that her success can be partly credited to the support and
advocacy provided by mentors, who not only guided them but also actively promoted her talents
within professional circles. Alicia illustrated how crucial supportive networks are for navigating
and succeeding in organizations. She was aware of the disparity in mentorship opportunities for
minorities, pointing out the lack of representation at higher levels which can impede career
progression. Her story serves as a call to action for more senior leaders to become active mentors
and allies, thereby helping to bridge the gap in representation and opportunity.
Katherine noted a sense of solidarity within the Black community and an urgency to
engage more deeply with community issues, influencing her leadership approach and
organizational priorities. Similarly, Mary emphasized the value of building a supportive

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community within the workplace, particularly for Black employees, to foster a sense of
belonging and mutual support. Michelle discussed strategies and initiatives implemented to
foster a supportive, inclusive, and empathetic workplace, especially during times of crisis.
Mary highlighted the importance of building strategic relationships, mentorship, and networking,
especially with allies, to advance in one’s career. Patti observed a shift in the mindset of younger
Black women regarding work-life balance, moving away from the belief that they must “work
twice as hard” which she admired.
Specifically, both Mary and Alicia emphasized the value of building connections and
forming allies beyond racial boundaries to aid in the career progression of Black women. They
recognized the importance of having allies in power, which means the support of White people.
Mary affirmed:
But I will say White men and White women allies took an interest in me and they have
opened doors and given me invaluable advice or invaluable approaches and tools to
navigate an environment where there is no one else that looks like me in many rooms that
I walk into. And so, with that confidence and that support, I’m able to navigate an
organization … And if it weren’t for those allies, I would not have achieved a lot of what
I’ve achieved in the years that I’ve been in this company, going from senior director to
now 2 times over to senior vice president. So, I think in a short period of time I wouldn’t
have been able to accelerate that without [White] allies, because at the end of the day
they’re still at the top. They’re still running things. They’re still making decisions. And
it’s very rare that you’re gonna see people like us in those seats.
Mary credits these allies not just for their mentorship but also for actively opening doors and
providing tools and strategies necessary to navigate a workspace where she often finds herself as

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the only person of color. Her rapid rise from senior director to senior vice president is a testament
to the power of allyship in facilitating career progression. Mary’s insights underscored the
importance of having advocates within the power structure who can leverage their positions to
foster diversity and inclusion. This story celebrates the achievements made possible through such
support and urges more leaders to engage in meaningful allyship, which can be transformative
for those in marginalized groups.
Addressing Microaggressions and Institutional Biases
The Black women executives’ experiences with microaggressions and navigating
institutional biases shed light on the ongoing challenges Black women face in executive
positions. Their varied strategies for confronting and educating others about these issues
illustrate the need for continuous dialogue and systemic change throughout organizations.
Tina talked about navigating institutional biases and the stress it causes. She highlighted the
importance of educating oneself to navigate these biases. The events of 2020 led Alicia to reexamine her own past and confront instances of discrimination she had previously
overlooked, reflecting a broader theme of introspection and acknowledgment among Black
executives. The events reinforced Katherine’s commitment to being her authentic self in her
executive role, challenging norms, and expectations in corporate environments to foster
greater inclusivity and understanding.
Mary advised focusing on tangible achievements and facts to build confidence and
counteract any negative perceptions or biases:
But I also understand that I'm Black and there are still things that, regardless of how
high I climbed to the proverbial corporate ladder that I need to move in a different way
than my counterparts. I have to do certain things that my counterparts don’t have to

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worry about. I have to watch how I express myself, because my counterparts are not
being looked at as emotional, and not being looked at as aggressive, and not being
looked at as just mean or mad at all times, and you know everything from my facial
expressions, and how I address people who are combative who are very much in
confrontational conversations with me.
Despite achieving high ranks on the corporate ladder, Mary’s keen awareness enabled her to
navigate the workplace differently than her counterparts from facial expressions to responses in
confrontational situations. Her experience yet again calls for a more profound organizational
commitment to equity and inclusion in the work environment. To counteract those biases, Mary
emphasized the importance of objective measures of success, underscoring the power of data and
tangible achievements in countering biases and criticisms. She focused on personal
achievements, on fostering collaborative relationships and building trust across their
organization. Her approach reflected the importance of advocating for one-self, setting a
blueprint for others facing similar challenges.
Tina and Mae discussed their personal experiences and strategies for handling challenges
in the workplace, such as microaggressions and institutional biases. They share how they have
navigated these issues through a combination of confrontation, education, and careful selfpresentation, all while maintaining their professional identities and addressing misconceptions
about Black identity and appearance. Tina shared her strategies for addressing microaggressions
in the workplace, balancing direct confrontation with educational moments. Tina talked about
navigating institutional biases and the stress it causes. She highlighted the importance of
educating oneself to navigate these biases. With exacerbation, Mae shared “I had one boss telling
me that I wear my hair like this, which I've worn for forever, because I want to be intimidating”.

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She had to explain that her choice of style represented her lifestyle and professionalism.
Unsurprisingly, her Black identity influenced her professional demeanor and decisions,
emphasizing self-presentation and strategic visibility within her corporate environment to
counteract biases. However, in this moment, she felt it was under attack.
Wellness and Coping Mechanisms
An organization’s adaptation and support mechanisms in response to external events like
the murder of George Floyd, social justice movements, and the COVID-19 pandemic, emphasize
the importance of a holistic approach to employee well-being. However, during the interviews,
the discussions about wellness went beyond the walls of their organizations. There was a general
emphasis on mental health resources, self-care, and the availability of support systems for
employees, particularly in navigating the challenges posed by societal upheavals and the
pandemic.
The pandemic offered Lauryn a chance to reevaluate her work-life balance, particularly
valuing the increased time with her child and contemplating her career trajectory. Lauryn further
emphasized the importance of wellness and self-care practices, which became particularly crucial
during the stressful events of 2020. She found solace in journaling, physical movement, and
mindful engagement with her environment. Michelle found stress relief through her spirituality,
including prayer and discussions with her husband, a pastor, which provide her with a sense of
strength. Additionally, spending playful time with her children, especially when picking them up
from school, is a joyful and stress-reducing part of her day. She asserted “Stress relief is like
leaning into my spirituality so having prayer time. I like to hang out with my kids, they’re still
young and want to play…I’m very playful and hanging out with them helps relieve my stress.”
found solace in her spirituality and significant stress relief in playful interactions with her

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children, highlighting these moments as crucial for her well-being and illustrate practical
methods for mitigating the stress of a demanding career. This approach not only helped her
recharge but also nurtured her relationships with her children. It serves as a reminder of the value
of integrating personal passions and family life into the daily routine to foster resilience and
happiness amidst the challenges of work.
As the pandemic blurred the lines between personal and professional life, placing
additional stress on Black women executives. Katherine highlighted the need for mental health
awareness and work-life balance, underscoring the importance of holistic well-being in
leadership roles. Mae expressed the importance of self-care, stress management, and establishing
routines or practices to maintain mental and emotional health, like meditation, to maintain wellbeing in high-pressure roles. Mary also stressed the importance of maintaining wellness and
work-life balance, incorporating relaxation and leisure to cope with stress and maintain mental
health. The importance of balancing work demands with personal life and well-being became
more pronounced. She enthusiastically stated, “I spend a lot of time with my family and taking
time to when I am home, really enjoy home. … We laugh a lot in my household. We don't take
ourselves seriously. We have a lot of fun.” Especially at her level, Mary intentionally practiced
disconnection from work to fully engage with family life. By setting aside dedicated time to
relax and enjoy leisure activities she championed the nurturing of play and lightheartedness. Her
reflection mirrored the other participants in that to have a fulfilling life, it was imperative to
occasionally stepping away to preserve both personal joy and mental health. This ultimately
boosted professional productivity in the participants.

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Addressing the Study’s Research Questions
Using the intersection of Black feminist thought and Black feminist theory, the research
sought understanding about how the upheavals of 2020 impacted the career trajectories of Black
women executives. Specifically, research question one sought to understand the impact the
murder of George Floyd and the Black Lives Matter social justice movements of 2020 had on the
career experiences of Black women in executive leadership roles. The purpose of research
question two was to understand the impact of the COVID-19 pandemic and the resulting
economic downturn on the career experiences of Black women in executive leadership roles.
The social justice movements and COVID-19 pandemic of 2020 had multifaceted effects on
Black women in executive roles. These events necessitated a more strategic approach to
navigating corporate politics and biases, emphasizing the importance of self-advocacy and
visibility. Their experiences highlight a period of increased awareness and dialogue within their
organization following George Floyd’s murder and the Black Lives Matter movements, fostering
a sense of solidarity and visibility for Black employees. However, there has been a dilution of
focus on DEI efforts over time, which can cause the lack of more broadened inclusivity efforts
potentially detracting from addressing the unique challenges faced by the Black community.
Personal and professional resilience were required to navigate the COVID-19 pandemic,
emphasizing the need for adaptability and the challenges of professional isolation in remote
work environments. The pressures and opportunities that arose during this time, demonstrated
leadership and innovation during uncertain times. The themes of proactive leadership, the
importance of community and support, navigating corporate identity, strategic mentorship,
wellness, and work-life balance were also important elements of the discussions. The
significance of achievements, strategic alliances, and maintaining integrity in corporate

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environments are valuable insights into the complex dynamics of race, leadership, and
resilience, illustrating both the progress and ongoing challenges for Black women executives in
the wake of pivotal events of 2020.
In summary, the social justice movements of 2020 and the COVID-19 pandemic have
served as catalysts for change, challenge, and reflection for Black women executives. These
events have not only highlighted existing disparities but also opened conversations and
opportunities for leadership and advancement that were not as accessible or recognized prior.
These professionals have had to navigate increased pressures and opportunities, using their
skills, networks, and strategic approaches to manage both the challenges and the openings
created in this new landscape.

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Chapter Five: Discussion and Recommendations
Chapter five opens with an analysis of the insights deduced from the 11 interviews
conducted with the study participants. It then explores the implications for practice arising from
the insights. Subsequently, the study’s limitations and scope are discussed, leading to
suggestions for further research. The chapter ends with a comprehensive summary of the entire
study.
This qualitative study aims to explore and understand the perspectives of Black female
executives who hold director to C-Suite level roles, on how the events of 2020 and beyond have
influenced their career paths. Utilizing individual interviews, the study examined the impact of
George Floyd’s death, subsequent social movements, and the COVID-19 pandemic on these
leaders. By adopting a thematic analysis approach and conducting semi-structured interviews,
the research intends to examine the challenges faced by Black executives, the influence of
organizational culture and practices, and societal factors that exacerbate disparities.
Traditionally, Black women have used storytelling and witnessing to share their distinct
experiences. Articulating their personal narratives acts both as a form of validation and to
connect with others who have similar stories (Apugo, 2021).
The research questions outlined below served as the foundation for this qualitative field
investigation:
1. What impact did the murder of George Floyd and the Black Lives Matter social justice
movements of 2020 have on the career experiences of Black women in executive
leadership roles?
2. What impact did the COVID–19 pandemic and the resulting economic downturn have on
the career experiences of Black women in executive leadership roles?

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This research is informed by both Black feminist theory and Black feminist thought.
Defined by scholars such as Crenshaw (1991), Hill Collins (1991), and hooks (2015), Black
feminist theory is a critical framework that highlights the experiences and challenges of Black
women. It emphasizes the importance of intersectionality, a concept that examines how race,
gender, and class are interlinked and crucial for understanding both oppression and liberation.
Black feminist thought, as outlined by Hill Collins (2002), reflects the collective insights gained
from the lived experiences of Black women, illustrating the practical interplay of race, gender,
and class in their everyday lives. Black feminist theory highlights the critical role of dialogue in
assessing knowledge and supports fostering a caring and connected relationship between
researchers and participants (Budhai & Grant, 2023). Patterson et al. (2016) emphasize that in
accordance with Black feminist thought, race and gender cannot be separated as they both shape
the perspectives of Black women, influencing their worldviews and the realities they encounter.
Using this of interconnected approach, the researcher could select participants who have
firsthand experiences with the topics being studied and a strong interest in the outcomes
(Patterson et al., 2016).
The theoretical and conceptual frameworks help build an understanding of the problem
being researched (Kumar et al., 2022). By using both Black feminist thought and theory, the
researcher can highlight the complex experiences of Black women. This distinctive perspective
exposes Black women’s viewpoints on the intersections of racism, sexism, and other forms of
oppression, which contribute to persistent structural disparities (Budhai & Grant, 2023).
Consistent with these frameworks, learning about the lived experiences of the Black
women participants was essential for understanding the kinds of concerns they encounter and
how they manage a litany of obstacles, especially at work. This framework equips us to

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understand the narratives that unveil the often-unnoticed everyday wisdom of Black women
(Patterson et al., 2016). The storytelling was powerful in this study. As Budhai and Grant (2023)
state, Black women find meaning in the wisdom acquired from their personal experiences.
Wisdom has played a pivotal role in the resilience and survival of Black women. Wisdom has
been crucial for the survival of Black women. The participants of the study exhibited wisdom by
using their knowledge and experiences to tackle biases and discrimination; reflecting on their
experiences and learning from them; applying their learnings to enhance their lives and the lives
of other marginalized communities in a compassionate way; and using their learnings to navigate
organizational systems with excellence. Hill Collins (1991) differentiates between knowledge
and wisdom by suggesting that while knowledge suffices for those in power, wisdom is vital for
the survival of those in subordinate positions.
After conducting interviews with the participants, six key themes emerged:
1. The evolving corporate response to social justice
2. Navigating identity and advocacy in corporate leadership
3. The impact of remote work and the pandemic on professional dynamics & leadership
4. The importance of mentorship and support networks
5. Addressing microaggressions and institutional biases
6. Wellness and coping mechanisms
Overall, these themes paint a picture of resilience, adaptability, leadership, and advocacy
among Black women executives navigating the complexities of the corporate world during a
period marked by significant social and health-related upheaval. The themes reveal a
multifaceted experience involving the continuous negotiation of identity, leadership in changing
environments, the necessity of support and mentorship, the battle against discrimination, and the

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crucial role of wellness in sustaining their careers and personal lives. They underscore the need
for systemic changes within organizations to support the well-being, advancement, and equitable
treatment of Black women in leadership positions. The themes additionally reveal a decline in
organizational commitment over the last four years. Moreover, they illuminate the necessary
solutions to support executive women. The results corroborate the studies that illustrate the
various forms of marginalization Black women experience (Erksine et al., 2021; Fitzhugh et al.,
2020; Jones, 2009; Salerno et al., 2019; Sanchez-Hucles et al., 2016). However, the themes also
showcase the resilience and empowerment that Black women demonstrate to thrive in seniorlevel positions, indicating some positive developments (Sims & Carter, 2019). The themes
suggest that when provided the chance, Black women executives can lead significant
transformations within their organizations.
Findings
This section presents key findings from the research study. The results span a range of
topics, including the evolving corporate response to social justice issues, the challenges of
navigating identity and advocacy in leadership roles, and the effects of remote work and the
pandemic on professional dynamics. Additional insights focus on the critical role of mentorship
and support networks, the persistent issue of microaggressions and institutional biases, and the
importance of wellness and coping strategies for leaders.
Finding One: The Evolving Corporate Response to Social Justice
Dialogue with Black women executives regarding their experiences after George Floyd’s
death and the Black Lives Matter movement revealed a nuanced picture of how corporate
America reacted to racial injustices. These leaders critically assessed the changes in their
companies’ policies, practices, and cultural norms during that time and since then. Seven

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participants explicitly expressed their appreciation for the efforts made by their organization
during that period. Duarte (2020) notes that following the murder of George Floyd, there was a
rise in DEI efforts, particularly aimed at Black employees. In their research, Balakrishnan et al.
(2023) investigated the influence of a company’s commitment to diversity on its valuation,
particularly in the aftermath of significant societal events such as George Floyd’s murder. Their
findings revealed that proactive measures toward fostering diversity had a favorable effect on
stock prices.
During this time, there was a notable rise in corporate conversations about race,
accompanied by an increase in DEI efforts. Companies that engage actively in racial justice
discussions and support their employees, particularly leaders, demonstrate a strong commitment
to inclusivity (Erksine et al., 2021). Such dedication is crucial for the well-being and retention of
Black women in leadership positions (Catalyst, 2020; McCluney & Rabelo, 2019). The actions
taken by the organizations during this time directly influenced 100% of the women’s
perspectives and their interactions at work.
Five of the eleven participants explicitly criticized their organizations for reducing their
DEI efforts, noting that despite initial zeal for DEI, their organizations gradually returned to
former practices or scaled down their DEI agendas. These five participants expressed their
disappointment with what they perceived as the performative corporate DEI initiatives. There is
increasing skepticism regarding the resources invested in these programs, with worries about the
financial and time commitments they entail (Akpapuna et al., 2020). Alqaseer et al. (2024) point
out that resistance to DEI efforts has a longstanding history, but it has intensified recently, driven
by a Supreme Court ruling on Affirmative Action in education and the current polarized political
and policy environment. Doubts about the lasting impact of corporate dedication to DEI align

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with existing studies, which highlight that meaningful advancements in DEI are unlikely without
deep structural changes and fully embedding DEI into an organization’s culture (Brown et al.,
2023; Kamalnath, 2022; Leslie, 2019; Steel et al., 2002; Wu & Liu, 2023).
Finding Two: Navigating Identity and Advocacy in Corporate Leadership
The murder of George Floyd served as a catalyst, reinvigorating the participants’
commitment to driving change. This period prompted significant self-reflection among these
leaders about their identities and roles within their companies. Ten of the 11 participants
articulated their roles in advocating for DEI initiatives and representing marginalized voices
within their workplaces. These Black women executives were thrust into roles as spokespeople
for DEI within their organizations, irrespective of their original job responsibilities. It is worth
noting that one participant had very clear and distinct feelings about this and did not feel
compelled to act. Many felt obligated to leverage their positions at “the table” to effect change.
Yet, this increased visibility has also brought with it the expectation that these women represent
all Black employees, adding to their burden. This situation could exemplify what McCluney and
Rabelo (2019) describe as intersectional tension, where Black women face the dual challenge of
affirming their distinct identities and creating a sense of community at work. Their stories
highlight the complex relationship between their private and professional identities as in many
cases they felt a sense of pressure from their organization to conform to the expectations of the
organization. This pressure to conform leads to a sense of invisibility and self-censorship. The
concept of intersectional invisibility suggests that in professional settings, the combined
identities of being Black and a woman are often ignored or minimized (Coles & Pasek, 2020;
Purdie-Vaughns & Eibach, 2008; Smith et al., 2019). As a result, this can result in diminished
recognition, decreased support, and fewer chances for career advancement. However, this is the

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opposite of what these executives experienced.
The executives’ accounts are consistent with existing research on workplace biases,
underscoring how they navigate their corporate culture to manage stereotypes at work and the
importance of being strategic with their work personas. This is reminiscent of code switching
and identity shifting as they understand the effects of downplaying one’s racial identity as a
coping mechanism (McCluney et al., 2021; Rabelo et al., 2021; Young, 2009). Research by
Rabelo et al. (2021) and Motro et al. (2022) discuss how Black women’s tone and behavior are
often policed and misjudged due to unjust stereotyping. This idea resonates with these women’s
efforts to alter their conduct to avoid misconceptions. Three participants shared that they often
remained quiet in meetings to prevent being stereotyped as “angry” or “aggressive,” highlighting
how profound these stereotypes are. Black women regularly endure mental fatigue as they
continually adapt and implement coping methods in spaces where racial stereotypes continue to
exist (Apugo, 2021).
Additionally, the deliberate choices in dress and hairstyle by the three participants
highlight another aspect of their professional lives as Black women, reflecting the scrutiny often
directed at their physical appearance. Anti-Black racism often labels elements of Black culture,
such as vernacular, hairstyles, and personal experiences, as inconsistent with “professionalism.”
For instance, studies on natural hairstyles among Black women show that these styles are often
criticized for appearing unprofessional and assertive (King et al., 2023; Koval & Rosette, 2021).
One participant mentioned the strategy of being “overdressed” to maneuver in corporate
environments and to give her agency in her predominantly White corporate setting. To thrive
professionally, Black women are often required to conform to corporate grooming policies and

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standards, which generally reflect the norms of the dominant White culture (Harris & David,
2023).
In summary, the events of 2020 were marked by social movements and the heightened
visibility of racial issues. These women faced the dual challenge of remaining authentic while
strategically navigating biases and stereotypes to advocate for inclusivity and understanding.
The insights from these Black women executives contribute to a deeper understanding of the
intricate challenges faced by Black women in corporate settings, highlighting the need for
authenticity, the ability to navigate complex dynamics within their organizations, and leadership.
Their experiences can contribute to much needed literature for further exploration into the
interplay between racial identity and professional leadership in corporate America.
Finding Three: The Impact of Remote Work and the Pandemic on Professional Dynamics
& Leadership
The COVID-19 pandemic and subsequent economic downturn presented unique
challenges and opportunities for the Black women executives that influenced their professional
interactions, leadership styles, and workplace dynamics. This period underscored the importance
of empathy and adaptability in leadership especially while navigating crisis in the unprecedented
remote work environment. These changes reflect a broader trend where the executives focused
on soft skills to maintain team dynamics and build organizational culture remotely.
Holder et al. (2021) and Özbilgin and Erbil (2021) noted that the measures taken in the
United States to combat the pandemic, such as home quarantines, shutdowns of non-essential
businesses, and social distancing, resulted in unprecedented unemployment and economic
hardship, significantly impacted Black women. This represents counter-narratives based on the
actual experiences of these Black women in the study. Counter-narratives actively challenge and

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question the dominant stories of oppression and loss that marginalize groups like Black women
(Budhai & Grant, 2023). For example, the pandemic unexpectedly benefited two participants in
distinct ways. For one participant, it provided her with increased visibility that led to her
promotion. For another participant, it allowed her to take on a new remote role in a new
company which she wasn’t previously able to take advantage of due to location. This contrasts
with the studies that showed the continued socio-economic inequities for Black women.
According to Millett et al. (2020), COVID-19 intensified the already existing disparities in
employment opportunities, health, and income for marginalized communities. Due to this, Black
Americans were at an increased risk of experiencing severe consequences, including a higher
mortality rate (Poteat et al., 2020). Overall, the experiences of these Black women executives
during the pandemic underscore the duality of leading through crisis and taking advantage of
opportunities that arose. Their stories corroborated the need for leadership adaptation and added
to the discourse on remote work’s impact on career dynamics.
Finding Four: The Importance of Mentorship and Support Networks
The narratives provided by Black women executives in this study underscore the
indispensable role of mentorship and supportive networks for those in executive roles, which
provided guidance, emotional support, and opportunities for professional growth, helping them
to navigate the challenges of corporate leadership (Apugo, 2021; Beckwith et al., 2016; Erskine
et al., 2021; Smith et al., 2019). The conversations highlighted the significance of self-reliance,
as these networks were developed independently. The participants neither had nor actively
pursued formal programs through their organizations to establish these connections. Four out of
11 participants highlighted how crucial it was to have White mentors and allies from in
overcoming professional hurdles and advancing their careers. They were very strategic in

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aligning with these mentors and allies as they understood the power dynamics in their
organizations. Existing literature underscores the importance of mentorship and networking in
promoting career growth, especially for women of color. These resources offer essential
guidance, opportunities, and advocacy in professional settings that are often dominated by White
males. Research by Apugo (2021) and Smith et al. (2019) support the importance of mentorships
given the significant gap in leadership development for Black women.
Despite these women’s proactive approach to developing these relationships,
organizations will benefit from an inclusive approach to diversity that offers personalized
mentorship and networking tailored to the distinct experiences and leadership styles of Black
women. Apugo (2021) and Smith et al. (2019) emphasize the crucial role of mentors and
sponsors who are attuned to the distinctive challenges faced by Black women. They point out
that these supportive figures are pivotal, as they provide not only guidance and opportunities but
also crucial advocacy within complex professional environments. This support is especially
significant in environments where many cultural groups use their capital to navigate the
professional world. Unlike other groups, Black women often find themselves needing to adapt to
dominant leadership cultures that are characterized by hidden networks and unwritten rules
(Apugo, 2021).
Three participants discussed experiences that shed light on the importance of creating a
supportive and inclusive work environment that fosters a sense of belonging and mutual support
among Black employees. This is not a new perspective in the discourse on diversity and
inclusion in the workplace. For example, all the participants were in companies that either had or
were considering Employee Resource Groups (ERGs). As Budhai and Grant (2023) state, this
type of network relies on the premise of interconnectedness, where the individuals communicate

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as peers, equally valued and competent. For most participants, having a sense of community
where shared experiences can be discussed is crucial. Similarly, Hill Collins (1991) states that
for Black women, new insights typically emerge through interactions and discussions with other
community members, rather than in solitude.
Finding Five: Addressing Microaggressions and Institutional Biases
This finding reveals the ongoing struggle against subtle forms of discrimination and
deeply ingrained biases within institutions (Sue et al., 2007). Black women executives explained
being confronted with microaggressions and systemic barriers, which necessitated strategies to
address and overcome these issues while advocating for a more inclusive and equitable
workplace. Two of the 11 participants discussed how their White leaders interpreted how they
chose to wear their hair, with one leader calling her hairstyle “intimidating.” For Black women,
choosing a hairstyle involves unique considerations not faced by women of other races. While
most women choose hairstyles according to personal preference, Black women’s choices often
have significant consequences, leading to judgments (King et al., 2023; Koval & Rosette, 2021;
Sarkis, 2020). Given the dominance of Whites in Western cultures, the belief that standards for
professional appearance are based on White ideology continues to be pervasive (Erskine et al.,
2021). Although microaggressions such as these may appear harmless, the literature says that
these issues are components of a broader, systemic issue of racism. They mirror deeper,
ingrained racist ideologies and structures that impact the daily lives of people of color,
particularly Black women (Ashley, 2014; Pérez Huber & Solórzano, 2015).
All 11 participants underscored the stress and effort required to counteract these biases.
Despite their ability to progress to such high positions in their career, they continued to
encounter racism. They recognized that they do not receive the same protections as Whites, as

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corroborated by DeCuir-Gunby and Gunby (2016) and Beckwith et al. (2016). Over half of the
participants reinforced the need to be strategic in their approach to counteract biases by
leveraging tangible achievements and facts to build confidence and remedy negative perceptions.
Finding Six: Wellness and Coping Mechanisms
The emphasis on wellness and coping mechanisms highlights the importance of mental
and emotional health for Black women executives. While they were not all proficient in finding
ways to cope, they pointed to the various strategies they employed to manage stress, maintain
well-being, and achieve work-life balance amidst the pressures of their roles and the societal
challenges they face. Their strategies for wellness all focused on self-care tactics outside of the
workplace, such as journaling, practices around spirituality or religion, physical activities,
spending time with family, and travel. Despite this finding, it is worth noting that organizations
should not absolve themselves of responsibility for employee well-being. According to Grawitch
et al. (2006) and Kossek et al. (2023), there is a need for organizations to have a holistic and
flexible approach to employee wellness.
Limitations and Delimitations
There are several limitations and delimitations for this study. In research, delimitations
result from the decisions made by the researcher, while limitations arise from external factors
(Theofanidis & Fountouki, 2019). The participant selection criteria focused on a specific
demographic, which potentially hindered the recruitment of an adequate number of participants
for a comprehensive study. Additionally, a delimitation can be the research scope because the
research only included 11 Black women executives. This approach could exclude valuable
insights from other Black professional women.

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There were two pivots I had to make in this research design. Initially, I excluded nonprofit participants when setting up the study’s criteria, which reduced the number of potential
participants. To address this, I broadened the scope to include both profit and non-profit
organizations. In addition, I was to do one-on-one interviews as well as a focus group. Most
participants expressed concerns about the focus group format, therefore I pivoted away from
that.
A notable delimitation in this qualitative study involves the researcher personally
collecting data by observing behavior and conducting interviews, as outlined by Creswell and
Creswell (2018). Being a Black woman in an executive role who is also responsible for data
interpretation, the researcher’s proximity to the subject matter could be seen as a potential bias,
positioning her as an insider who may not be entirely objective. Finally, conducting the
interviews via Zoom may have hindered my ability to discern subtle cues in the participants’
body language and tone.
Implications for Practice
Only focusing on diversity is a disservice to all stakeholders of an organization.
Contemporary leadership requires that executives and their organizations look beyond mere
diversity to emphasize the advantages of inclusion and belonging (Tapia et al., 2020). Companies
should care because they can foster innovation by assembling teams that consist of employees
with varied backgrounds and skills (McCluney & Rabelo, 2019). In addition, according to Cook
and Glass (2013), research suggests that racial and ethnic diversity can boost the career
advancement of marginalized communities. They noted that in diverse organizations, less
emphasis is placed on social disparities and assumed characteristics, which can make
unconventional leaders appear more capable. In addition, Ray (2019) asserts that predominantly

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White organizations often disconnect their official commitments to equity, access, and inclusion
from the policies and practices that either perpetuate or do not confront established racial
hierarchies. Organizations must integrate an inclusive culture deeply into their structure and
implement changes at the systemic level (Cook & Glass, 2013).
This study has significant consequences for Human Resources (HR) function, as
organizations must evolve their processes and systems. Studies show that Black employees
frequently encounter bias in the workplace, which is based on damaging racial stereotypes
(Colella et al., 2017; Erskine et al., 2021; Vial et al., 2016). Although in a variety of
organizations, the duty to promote diversity and inclusion efforts typically lies solely with the
HR departments or is handled by ERGs, it is important to note that this is not solely an HR
concern. The recommendations are crucial for organizations and those leadership in leadership
roles, as they profoundly affect the overall organizational culture and the experiences of Black
women employees. Although short-term incentives can drive immediate changes, it is crucial for
organizations to implement programs that offer lasting benefits through sustained inclusion
efforts (McCluney et al., 2021). Organizations should strike a balance between immediate
rewards and a sustained commitment to diversity and equity.
According to Field et al. (2023), women’s presence in the C-Suite has reached
unprecedented levels. Despite these strides, Black women in executive roles still encounter
substantial barriers to career progression (Beckwith et al., 2016). Improving representation and
opportunities for Black women in leadership roles requires a multi-faceted approach.
Organizations and their leadership bear the responsibility for fostering inclusive workplace
cultures (Bridges et al., 2023). Despite the array of challenges they confront, Black women in
leadership roles demonstrate exceptional competence in an environment rife with challenges

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(Davis & Maldonado, 2017). To effectively support Black women’s needs it is essential for their
collaborators to understand their socialization, recognize systemic discriminations like racism
and sexism, and comprehend how they navigate their identities (Porter et al., 2020). Their ability
to persevere empowers them to effectively carry out their responsibilities, even though they often
find themselves in situations where they must consistently prove their capabilities, as noted by
Davis and Maldonado (2017).
This section will focus on three actionable solutions gained from the research findings,
which urge organizations to critically assess their employment strategies. These implications
reveal potential gaps in organizational practices and cultural norms that may not be immediately
apparent. The measures are aimed at facilitating a fair and inclusive environment for Black
women by equipping organizations with effective tools and resources. Based on an extensive
review of relevant literature and the learning from the experiences of Black women executives,
the suggested actions include:
● Develop a comprehensive leadership development program for Black women.
● Create a system for leadership accountability.
● Embrace flexible work environments.
Develop a Comprehensive Leadership Development Program for Black Women
This comprehensive leadership development program will be two-tiered. A fundamental
approach involves offering resources specifically designed for Black women, encompassing
mentorship initiatives that consider the unique challenges arising from their intersecting
identities (Smith et al., 2019). The first tier will be designed to provide growth opportunities by
developing leadership skills among high-potential Black women managers who aspire to go into
senior level roles, thereby investing in their career advancement. Progress in the careers of early-

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career Black women is notably slow across a variety of industries (Fredericks et al, 2023;
Iheduru-Anderson & Shingles, 2023). Field et al. (2023) points out that their promotion rates
climbed in 2020 and 2021 to 96 for every 100 men, possibly due to a heightened corporate focus
during these years. However, these rates have since reverted to their 2018 figures, with only 54
Black women being promoted for every 100 men currently (Field et al., 2023). The second tier of
the program is designed for Black women who already hold executive leadership roles. It will
concentrate on refining essential leadership competencies established for all leaders, with a
special emphasis on navigating internal organizational dynamics. The research underscores the
importance of these programs developing a nuanced understanding of institutional structures to
better support leadership growth in for Black women.
It is essential that participants receive substantial support from their direct managers.
Dobbin and Kalev (2017) encourage managerial involvement in advancing diversity, implying
that direct involvement could foster a more accepting attitude. In addition, the program will
provide opportunities for participants to build connections with a comprehensive network of
peers and senior executives, furthering the creation of a more inclusive organization. This
program will offer participants the chance to network and pair them with sponsors to guide them.
This will address the gap in social capital often experienced by Black women compared to their
White colleagues (van Dijk et al., 2020). White allies can play a pivotal role in mitigating these
challenges, fostering an equitable atmosphere for these women to flourish in their careers and
leadership roles (Erskine & Bilimoria, 2019). Due to the combined impact of their race and
gender, Black women frequently face a unique set of challenges in the professional world. Black
women are also met with distinctive advancement challenges when compared to their male
counterparts and are often pressured to present a professional facade that diminishes their racial

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identity, affecting their sense of belonging and success in the workplace (Erskine & Bilimoria,
2019).
The research study indicated that Black women typically sought support outside their
organizations or took initiative to connect with the right people who can help as they lacked
robust organizational support for their development. Therefore, those in leadership development
programs will have the opportunity to expand their networks by connecting with Black senior
executives within the organization. Researchers highlight the importance of representation,
suggesting that leaders who share demographic characteristics or a common sense of otherness
with their team members are better positioned to understand their struggles and connect with
them on a deeper level (Johnson & Fournillier, 2022; Leigh & Melwani, 2019).
In addition, they will each be assigned a mentor and a sponsor. Mentoring can be a
crucial strategy in promoting diversity and inclusion in various organizational contexts (Murrell
et al., 2021). Unfortunately, women and marginalized groups often lack the same early
professional networks that many White men have, which are sometimes established through
shared hobbies and activities outside of work (Dobbin & Kalev, 2017). For mentorship to be
truly effective for women, Dashper (2019) suggested the mentor ideally should be among the
top-tier leaders within the organization or sector.
Additionally, the program will address specific challenges faced by Black executives.
This aspect is crucial as Black women encounter specific workplace challenges, including
feeling isolated in predominantly White spaces, exclusion from informal groups, dealing with
various biases and stereotypes, managing microaggressions, and the critical nature of well-being
to cope (Smith & Nkomo, 2022; Ospina, 2018). Black women are more susceptible to negative
stereotypes, varied professional growth opportunities, and barriers to networking (Bird &

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Latimer, 2019). Similarly, Leigh and Melwani (2019) highlighted that attempts at Black
women’s assimilation into the dominant culture can be complicated when these identities come
with contrasting expectations and standards, potentially leading to identity clashes. This is
especially pertinent for Black women who, due to their underrepresentation in top-tier roles,
might feel the weight of conforming to predominant White standards to gain acceptance as
leaders. This can intensify feelings of solitude and marginalization (Hewlin, 2003; Leigh &
Melwani, 2019).
This program will aim to develop the skills necessary for transformative change, which is
vital in today’s rapidly changing business landscape. Individuals from marginalized
communities, already shouldering unseen challenges, frequently find themselves at the forefront
of these equality-driven endeavors (Melaku & Beeman, 2023). Specifically, Black women have
historically carried a significant part of this load. The study found that all participants were
compelled to lead their organizations with an emphasis on equity during times of crisis,
regardless of their roles. The insights from these Black women executives provide a deeper
understanding of the unique challenges faced by Black women in corporate settings, highlighting
the need for authenticity, effective navigation of complex dynamics within organizations, and
strong leadership.
Wellbeing is a crucial component that must be integrated into this development program.
The study discovered that Black women executives employ a variety of strategies to manage
stress and maintain their wellbeing, primarily through external opportunities. The researcher
argues that organizations also have a responsibility to support wellbeing. Bartels et al. (2019)
offers a comprehensive approach to wellbeing through five distinct aspects: a sense of
community and belonging (“social integration”), comfort in social interactions (“social

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acceptance”), recognition of one’s value to society (“social contribution”), optimism about
societal progress (“social actualization”), and a deep understanding of life’s meaning and
purpose (“social coherence”). The reason being intentional about well-being is important are the
long-term effects of experiencing discrimination are profound. According to Lewis and Williams
(2023), Lewis and Neville (2015) developed the Gendered Racial Microaggression Scale
(GRMS) to explore how gendered racial microaggressions affect psychological and physical
health. Studies have shown a clear link between these microaggressions and various negative
health outcomes, such as increased psychological distress, depression, trauma stress, and anxiety,
as well as overall poor mental and physical health (Lewis et al., 2017; Moody et al., 2023;
Moody & Lewis, 2019; Williams & Lewis, 2021; Wright & Lewis, 2020). Furthermore, Lewis
(2023) has incorporated Black feminist thought and the concept of intersectionality into the
Biopsychosocial Model of Gendered Racism to further investigate how gendered racism
specifically impacts the health of Black women (Lewis, 2023; Lewis et al., 2017).
Create a System for Leadership Accountability
Leadership must be held accountable for creating an equitable workplace (Boykin et al.,
2020). Simply discussing diversity is not enough. Leaders must drive the necessary cultural
changes to challenge and dismantle institutional racism openly and effectively (Ray, 2019).
Organizations must provide their leaders with the necessary skills to achieve success. Findings
from this study specifically highlight the need for White leaders to understand the experiences of
Black women. It is crucial for leaders to grasp the historical and ongoing impact of racism in the
workplace (Boykin et al., 2020), which can be done with proper training.
Managers need ongoing learning to effectively address emerging challenges. This entails
consistent, pertinent, and superior training that focuses on concrete instances of fundamental

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concepts, as well as actionable steps that managers can adopt in their everyday work (Motro et
al., 2022). An important element in aiding managers, predominantly White males, is to build
deeper trust with their employees. The appropriate training will go beyond one-off sessions and
will part of a continuous development program. Such training should avoid being merely
symbolic and should be pursued with authenticity and enthusiasm (Boykin et al., 2020).
Recognizing that researchers (Forscher et al., 2019; Kalev et al., 2006; Roberson et al., 2003)
have expressed concerns about the efficacy of training, having a targeted meaningful ongoing
training can have a positive impact.
In addition, leaders need to be accountable for sponsorship and allyship of Black women.
According to Erskine and Bilimoria (2019), White allyship actively challenges Whiteness
through an intersectional lens, utilizing one’s own power and privilege. It necessitates boldly
challenging the status quo by engaging in actions that benefit others, fostering relationships and
development (Boykin et al., 2020). According to Catalyst (2023b), embracing allyship and
genuine interest can help counteract experiences of racism in three ways. Catalyst (2023b)
highlights the importance of allyship and genuine interest in combating racism. Catalyst (2023b)
outlines three potential ways this can be achieved: by understanding the challenges faced by
marginalized groups in professional settings and showing genuine empathy, one can make a
difference; by promoting open dialogue through leaders acting as allies and expressing authentic
concern; and as a result, this can reduce instances of racial bias experienced by women from
underrepresented racial and ethnic backgrounds.
Erskine and Bilimoria (2019) highlight strategies that emphasize the importance of White
allyship in bridging the leadership disparity for women of color and creating meaningful changes
within organizations to challenge the common biases favoring White and stereotyping Black

134
identities. They underscore the importance of positive actions that build connections and
promote unity, support, and motivation for the career advancement and leadership of Black
women. Additionally, they emphasize the necessity of training and mentorship for White allies to
develop trust and resilience, and the readiness of White allies to oppose existing biases (Sue et
al., 2019). This commitment requires deep introspection into their own privileges and a
comprehensive understanding of power dynamics, colonial history, and its lasting impacts on
race and gender, which can vary between White men and women (Erskine & Bilimoria, 2019).
By capitalizing on their influence and privileges, White allies can champion inclusivity,
facilitating better opportunities for Black women. This endeavor paves the way for nurturing
connections that can enhance both individual and organizational growth (Erskine & Bilimoria,
2019).
Finally, make leaders accountable for advancing inclusion within their teams, evaluating
their effectiveness in cultivating an inclusive culture through performance reviews, which will
influence their compensation. Integrating inclusion initiatives with performance-based pay can
effectively create a more equitable and diverse workplace. Establishing specific inclusion
benchmarks that complement the organization’s overarching goals, such as increasing Black
women representation among leadership and boosting employee engagement, is critical.
Flexible Work Environment
Flexibility has become a very much talked about topic when discussing conventional
work practices, with adoption significantly increasing since the COVID-19 pandemic began. The
research study demonstrated that flexibility is a critical factor that supports executive Black
women. Organizations need to prevent penalizing employees for flexible work arrangements,
such as due to proximity bias. For example, leaders need to guarantee fair performance review

135
evaluations to ensure it focuses on the quality of the work and not where it was performed.
Managers should also make sure that all team members receive equal recognition for their
contributions and have the same chances for advancement, regardless of their work location.
De Ruiter et al. (n.d.) analyzed intervention studies that explored the effects of flexible
work initiatives on both employee well-being and organizational performance. They recommend
that these frameworks should now also include considerations for employee outcomes
concerning career development and promotions and evaluate well-being outside the workplace.
Guest (2017) noted that the benefits of job flexibility on employee well-being are contingent on
its execution and management within the company. When job flexibility is structured to enhance
work-life balance, autonomy, and job security, it can have a positive impact on employee wellbeing.
Future Research
The research study offered insights into the experiences of a select group of Black
women executive leaders. Although there has been a growth in the number of women in the U.S.
workforce over the past six decades, women continue to be disproportionately underrepresented
in senior executive roles and on corporate boards (Seo et al., 2017). As Black women advance
into leadership positions, there is a shortage of academic materials that offer practical guidance
on applying leadership theories (Alston, 2012), given their unique intersection of race and
gender. Furthermore, studies on women’s leadership frequently center on White women, with the
results assumed to apply universally (Bell & Nkomo, 2003; Ghavami & Peplau, 2013; Smith et
al., 2019). Yet researchers point out, Black women’s experiences in leadership are distinct,
influenced by the dual marginalization of their race and gender. It would be more interesting to
study the leadership methods of Black women that make them successful.

136
This study only explored the intersection of race and gender investigating the impact of
2020 on Black women executives. Black women’s identities are not monolithic. There are other
categories of intersectionality that might be interesting to study in more depth such as other race
or ethnic groups, sexual orientation, social class, education, marital and parental status, and even
immigrant status. Future research should examine the complex identities and unique challenges
faced by Black women in the workplace to develop more nuanced DEI strategies. Studies could
explore how integrated solutions that consider multiple aspects of identity beyond just race or
gender to enhance program effectiveness. By focusing on holistic identity, companies could
cultivate work environments where Black women feel fully acknowledged and valued. This
comprehensive approach is likely to foster greater employee engagement, improve job
satisfaction, and boost retention rates. Research in this area could provide critical insights into
the specific practices that most effectively contribute to a supportive and inclusive workplace
culture for Black women.
In addition, given the recent Supreme Court ruling and the political climate attacking DEI
practices, it will be interesting to see how inclusion and belonging programs are impacted in
organizations and how those influence Black women in particular. I would like to evaluate how
the specific legislative and organizational policy changes improve or hinder the representation of
Black women in leadership roles. This could help identify what measures are most effective and
under what conditions.
Finally, using this study as a foundation, future research can involve examining how
corporate policies, cultures, and structures will either support or hinder the advancement of
Black women and members of marginalized communities, such as LGBTQIA+. This could
include the effectiveness of diversity and inclusion programs, mentorship opportunities, and

137
promotion practices. In a similar vein, long-term studies can track career progressions over time
to identify critical junctures, decisions, or barriers that affect the likelihood of reaching
leadership positions.
Conclusions
The results of the research study underscore the importance of supportive, values-driven
organizations that recognize and value the full identities of their staff. The research study
highlights themes of resilience, adaptability, leadership, and advocacy among Black women
executives, alongside a noticeable decline in organizational commitment over the past four years.
These findings indicate that given the opportunity, Black women executives can drive significant
transformations within their organizations. However, skepticism remains about the lasting
effectiveness of corporate commitments to DEI. Past research supports the view that without
substantial structural changes and the full integration of DEI into organizational culture,
significant progress in DEI remains elusive. The insights from these executives deepen our
understanding of the complex challenges Black women face in corporate environments. They
underscore the importance of authenticity, adeptness in navigating organizational dynamics, and
leadership. The period studied also led to considerable self-reflection among these leaders
regarding their identities and roles within their companies.
The study proposes three main recommendations. First, establishing a comprehensive
leadership development program tailored specifically for Black women, which includes
mentorship, sponsorship, and networking opportunities can be designed to address the unique
challenges they face. Second, clearly defining leadership accountability can foster an equitable
workforce. Lastly, promoting a flexible workplace can better support Black women.

138
This research sets the stage for valuable future research to explore the impact Black
women and members of other marginalized communities have in organizations more
comprehensively. This research should consider multiple dimensions such as sociological,
organizational, psychological, and economic. These areas are currently underexplored but have
significant potential to influence an organization's DEI strategy positively. Ensuring that Black
women have equal opportunities to advance in their careers is not only a crucial issue of social
justice but also an urgent matter. Achieving this requires the courage to dismantle deeply
entrenched racist systems. Addressing these disparities promotes inclusivity and boosts the
overall effectiveness and innovation of organizations by integrating diverse perspectives.

139
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Appendix A: Interview Protocol
Thank you for your today. Per the interview sheet I previously emailed you, the purpose of this
discussion is to examine how the events of 2020, specifically George Floyd's murder, the
subsequent social justice movements, and the COVID-19 pandemic, impacted the careers of
Black women executives.
I will publish the results in my dissertation. Participants will not be identified in the results. I will
take reasonable measures to protect the security of all your personal information. All data will be
de-identified prior to any publication or presentations. I may share your data, de-identified, with
other researchers in the future.
I will be asking 12 interview questions with possible follow-up questions. The interview should
take approximately 45 to 60 minutes. I will be using a pseudonym for you and if I quote you in
the study. Before we begin, do I have your permission to record this interview?
If participant consents, interviewer changes the participant’s name to the pseudonym in Zoom,

174
Focus Group Discussion Questions Potential Probing Questions
I would like to start by learning more about
each other.
Please share your (researcher will share in
Zoom chat):
● Preferred name for this discussion (real
name, nick name, initials, or
pseudonym)
● The industry in which you work (you
can be as broad or as specific as you
would like)
● How long you have worked in your
current role.
● Title
Tell me what you remember when you think
about George Floyd’s murder.
● What went through your mind?
● What were your concerns?
Did the murder of George Floyd in May 2020
shape your experience of being a Black
woman leader? If so, how?
● How has your Black identity
influenced those experiences during
this time?
● What changes in your companies have
you experienced since 2020?
● Did what happened (the murder,
protests, etc.) affect how you thought
about yourself as a Black leader at
work at all? How?
What were some of the impacts of COVID19?
Has being a Black woman affected the
choices you have made in your career? If so,
how? ● What kind of impact does family and
other support systems have on your
career trajectory?
Do you have any support systems? If so,
what or who are they?
How do you cope with stressors?
Has your identity of being a Black woman
leader impacted opportunities you received in
your career? If so, how?
● Were you faced with stereotypes and
microaggressions? If so, what kind?
● How was career development
impacted?

175
What kind of organizational support (both
formal and informal) have you received in
your career since the upheaval of 2020?
● How did you feel about these support
efforts?
● Which support was the most
beneficial?
How do Black women executives overcome
challenges to reach their positions?
● Could you share your experiences in
addressing additional challenges
during your progression to your current
role?
● In what ways did mentors, your
community, or supportive allies assist
you in navigating these difficulties?
● Were there any resources within the
organization that you found beneficial
in your advancement?
How might Black women executives advise
aspiring Black women aiming for executive
roles in your industry?
● Reflecting on your career path, what
changes or decisions would you make
if you could go back in time to attain
an executive position within your
organization or field?
● Could you impart a piece of valuable
insight or knowledge you have
acquired that you would like to pass on
to aspiring Black women seeking
leadership roles?
If your current self could mentor your juniorself 10-20 years ago, what would be some
advice you would share? Any warnings?
Conclusion: Thank you for participating. I appreciate your time and trusting me with your story
and experiences. This information will be kept confidential and stored in a secure place. If I
quote you, a pseudonym will be used. If anything else comes to mind that you think would be
beneficial to this study, please feel free to reach out to me via phone or email.

176
Appendix B: University of Southern California Information Sheet
My name is Josette Sprott, and I am a student at the University of Southern California.
I am conducting a research study which aims to understand how the events of 2020, specifically
George Floyd's murder, the subsequent social justice movements, and the COVID-19 pandemic,
impacted the careers of Black women executives. The name of this research study is “Beyond
Commitments: A Qualitative Examination of the Persistent Disparities Faced by Black Women
in Executive Leadership Roles Post the 2020 Crisis and Beyond”. I am seeking your
participation in this study. Your participation is completely voluntary, and I will address your
questions or concerns at any point before or during the study.
You may be eligible to participate in this study if you meet the following criteria:
1. You identify as a Black woman.
2. You are in a leadership position in a director level role and higher.
3. You work in a Fortune 500 organizations or in a smaller company in a C-suite-level
equivalent role.
4. You lead a team and participate in establishing the strategic direction of your respective
department.
5. You are over 18 years old.
If you decide to participate in this study, you will be asked to do the following activities:
1. Participate in a 1:1 online interview over Zoom for 45-60 minutes or participate in a
focus group over Zoom for approximately 90 minutes.
2. For those who participate in 1:1 interview, you might be asked to review your interview
transcript via email for 10-15 minutes.
I cannot promise confidentiality in a focus group. I do not know what other participants will say
about the study or your responses.
I will publish the results in my dissertation. Participants will not be identified in the results. I will
take reasonable measures to protect the security of all your personal information. All data will be
de-identified prior to any publication or presentations. I may share your data, de-identified, with
other researchers in the future.
If you have any questions about this study, please contact me: jsprott@usc.edu. If you have any
questions about your rights as a research participant, please contact the University of Southern
California Institutional Review Board at (323) 442-0114 or email hrpp@usc.edu.

177
Appendix C: Recruitment Email
Hi there- As a Doctoral Candidate at the University of Southern California, I am conducting a
research study which aims to understand how the events of 2020, specifically George Floyd's
murder, the subsequent social justice movements, and the COVID-19 pandemic, impacted the
careers of Black women executives. I hope to gain insight into the various dimensions that
contribute to the unique challenges Black women executives in the workplace face as well as
organizational norms and practices, and societal influences that amplify inequities.
I am recruiting individuals who meet these criteria:
• You identify as a Black woman.
• You are in a leadership position in a director level role and higher.
• You work in a Fortune 500 organizations or in a smaller company in a C-suite-level
equivalent role.
• You lead a team and participate in establishing the strategic direction of your respective
department.
• You are over 18 years old.
If you decide to participate in this study, you will be asked to do the following activities:
• Participate in a 1:1 online interview over Zoom for 45-60 minutes or participate in a
focus group over Zoom for approximately 90 minutes. Both 1:1 interviews and focus
group interviews will be recorded.
• For those who participate 1:1 interview, you might be asked to review your interview
transcript via email for 10-15 minutes.
During these activities, you will be asked questions about:
• Your current employment status, such as your current title, industry, and tenure in your
role
• Your work experiences following the murder of George Floyd
• The impact of COVID-19
• Your support systems and coping strategies
• The challenges you have faced and your advice
Participation is strictly voluntary, and you may refuse to participate at any time. There is no
compensation for participating nor is there any known risk. Additionally, there is no cost to you
for participating in this study.
You will be provided a pseudonym at the beginning of the interview process and no identifying
information will be saved with the interview transcripts. Only I will have access to the full
recordings and transcripts. The recorded interviews will be saved in a password protected Zoom

178
account and the interview transcripts will be saved in a password protected cloud server. I will
use a third-party transcription service, Otter.ai, to transcribe the recordings from our interviews.
I will publish the results in my dissertation. Participants will not be identified in the results. The
information you share with me during the interview will provide useful information and ideas for
change. You have the right to review your interview recording and transcripts at any time.
If you meet the eligibility criteria and are interested in participating in this study, please respond
to this note with your email address and let me know if you prefer to participate in an individual
or focus group interview.
Thank you for your time!

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Asset Metadata

Creator Sprott, Josette T. (author)

Core Title Beyond commitments: a qualitative examination of the persistent disparities faced by Black women in executive leadership roles post the 2020 crisis and beyond

School Rossier School of Education

Degree Doctor of Education

Degree Program Organizational Change and Leadership (On Line)

Degree Conferral Date 2024-05

Publication Date 05/30/2024

Defense Date 05/03/2024

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

Tag Black Feminist Thought,Black women,diversity,empowerment,equity,inclusion,intersectionality,leadership development,OAI-PMH Harvest,organizational culture,racial disparities,workplace bias

Format theses (aat)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Kim, Esther (committee chair), DeCuir-Gunby, Jessica (committee member), Page, Erika Taylor (committee member)

Creator Email jsprott@usc.edu,jtsp2010@gmail.com

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC113984889

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Legacy Identifier etd-SprottJose-13047

Document Type Dissertation

Format theses (aat)

Rights Sprott, Josette T.

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