- The Impact of Organizational Diversity Policies on Minority Employees’ Leadership Self-Perceptions and Goals
- Journal of Leadership and Organizational Studies
- Volume | Issue number
- 24 | 2
- Pages (from-to)
- Document type
- Faculty of Social and Behavioural Sciences (FMG)
Faculty of Economics and Business (FEB)
- Psychology Research Institute (PsyRes)
We examined how formal organizational diversity policies affect minorities’ leadership-relevant self-perceptions and goals in two experiments. Organizational mission statements were manipulated to reflect policies acknowledging and valuing subgroup differences (Multiculturalism), de-emphasizing subgroup differences while valuing interindividual differences (Value-in-Individual Differences), or de-emphasizing differences in favor of an overarching group membership (Value-in-Homogeneity). Study 1 (N = 162) showed that, compared with Value-in-Homogeneity policies, Multiculturalism or Value-in-Individual Differences policies increase perceptions of an open diversity climate, which in turn enhance leadership self-efficacy of situational minority employees. Focusing on racial–ethnic minority and majority employees, Study 2 (N = 119) replicated and extended these findings by revealing similar results on anticipated leadership self-efficacy, positive outcome expectations, and the willingness to apply for higher level leadership positions.
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