Leader Identity and Coordination

This paper examines policy effectiveness as a function of leader identity. We experimentally vary leader religious identity in a coordination game implemented in India, and focus upon citizen reactions to leader identity, controlling for leader actions. We find that minority leaders improve coordination, while majority leaders do not. Alternative treatment arms reveal that affirmative action for minorities reverses this result, while intergroup contact improves the effectiveness of leaders of both identities. We also find that minority leaders are less effective in towns with a history of intergroup conflict. Our results demonstrate that leader and policy effectiveness depend upon citizen reactions, conditioned by social identity and past conflict.

Maqasidi Leadership of Minority Religions Figure for Maintaining Tolerance in Manado, Indonesia

Manado's Muslim minority mindset stops social, political, and religious activities. Although Islam is the second-largest religion after Protestantism, this mindset can be seen by the impression that Manado is a 'Christian City' known as the “Tower of a Thousand Churches.” This article describes the strategy of minority religious leaders (Islam) in tolerating the perspective of Maqasid al-Syari'ah. The research data was collected through observation and in-depth interviews with religious leaders from the Islamic boarding school Kiai, IAIN Manado lecturers, and Muslim youth. The research findings show that first, the values ​​of religious tolerance in Manado have developed in the form of slogans, such as "Torang Samua Basudara," " Torang Samua Ciptaan Tuhan, "and "Si Tou Timou Tumou Tou," second, the strategy of Islamic religious leaders in maintaining tolerance through (1) mutual respect for beliefs, (2) fighting for religious teachers and places of worship (mushola) in public schools, (3) creating dialogue forums between religious communities, (4) enlivening Islamic syi'ar, such as majlis taklim, the graduation ceremony for students from all over North Sulawesi, and (5) halal certification. This finding has implications for the Maqasidi type for religious minority leaders in tolerance to protect Muslims' faith.

A Theory of Recognition

This chapter presents a theoretical framework for analyzing the adoption of ethnic recognition and its effects in conflict-affected contexts. It explains the book’s focus on leaders and the important decisions they face in managing ethnic divisions. It then presents possible explanations for the adoption of recognition, grouped into domestic and international explanations, and highlights what is missing from these accounts—namely, a focus on ethnic power configurations and how they influence leaders’ strategic concerns. The chapter then details the assuring effects of recognition on one hand and mobilization effects on the other, illustrating the mechanisms underlying each and the way these effects may influence the adoption or non-adoption of recognition as well as the effects of recognition on peace. The chapter also introduces the concept of “the dilemma of recognition” that arises for minority leaders and theorizes the implications for peace of recognition under different ethnic power configurations.

Pathways to the Glass Cliff: A Risk Tax for Women and Minority Leaders?

Do women and racial/ethnic minority leaders pay a risk tax on their way to the top? Theories of the glass cliff have focused on the penalties imposed upon women and minority leaders due to bias and discrimination at the time of appointment to top leadership positions. Much less attention has focused on the strategic agency these leaders exercise in response to bias across the career. This paper advances theory and research on the glass cliff by analyzing the choices, decisions, and priorities of white women and people of color that, across the career, result in their appointment to glass cliff positions. Our analysis relies on in-depth, semi-structured interviews with 33 senior leaders across a range of industries. Our findings suggest that rather than isolated instances of high-risk promotions, glass cliff appointments represent the culmination of a long-term career strategy centered on risk and risk-taking. We find evidence that these leaders pay a significant risk tax in order to achieve upward mobility in their organizations.

Subtle and Overt Behaviors Toward Ethnic Minority Leaders and the Moderating Role of Competence

This study extends research on stereotypes and leadership to consider the subtle and overt behavioral responses to leaders from multiple ethnic backgrounds. Specifically, the study focuses on overt and subtle discrimination toward African American, Asian American, Middle Eastern American, and White male leaders. Results from an experiment measuring authentic reactions to leaders reveal that Asian American leaders were treated more negatively in comparison to White and Middle Eastern American leaders. Furthermore, individuating information about the leader’s competence marginally improved performance expectations of Middle Eastern American leaders compared with White and Asian leaders. However, African American leaders were treated less positively when information about competence was provided compared with when it was not. The findings suggest that the unique stereotypes of each ethnic group can affect the utility of providing individuating information about competence.

Strengths-Based Undergraduate Rehabilitation Education Model: Preparing Minority Leaders for Diverse Workforce

This conceptual manuscript introduces a strengths-based undergraduate rehabilitation education model. The model was designed with the unique strengths of minority students in mind. It conceptualizes how students' strengths are cultivated by faculty-supported career exploration and development and service learning opportunities. The three pillars, in combination, prepare students for their fieldwork experiences. The three pillars of the model—core curriculum, leadership training, and concentrations—are supported by a strengths-based platform. The implementation of the model has the potential to improve student and program outcomes by more adeptly preparing minority students to be leaders in a diverse rehabilitation workforce.

Ethno-racial similarity, relationship conflict and trust in supervisor-subordinate dyads

PurposeIn management research, little is known about how ethno-racial minority leaders interact with similar employees in supervisor–subordinate relationships. This study aims to examine and provide a deeper understanding of individuals’ negative reactions to similar others, thus highlighting the double-edged nature of demographic similarity which has historically predicted positive affective reactions.Design/methodology/approachUsing a survey design, the authors collected data from supervisor-subordinate dyads from multiple companies from the Dallas-Fort Worth metroplex in Texas, USA. They used ordinary least squares regression and conditional process analysis to test the hypotheses, including a two-stage moderation and moderated mediation.FindingsIncorporating social context, i.e. minority status, as a moderator, the results show that ethno-racial minority leaders supervising ethno-racially similar subordinates were more vulnerable to relationship conflict than non-minority dyads. This, in turn, is linked to a reduction in the leaders’ feelings of trust toward their ethno-racially similar subordinate.Originality/valueThis study draws on social identity theory and status characteristics theory to explain the contradictory processes and outcomes associated with dyadic ethno-racial similarity and suggests the conditions under which dyad racial similarity is connected with unfavorable outcomes. This framework helps to broaden the boundary conditions of relational demography to provide a more nuanced explanation of when and why minority leaders in demographically similar hierarchical dyads experience more relationship conflict, which ultimately diminishes trust.

Autoethnography of the Cultural Competence Exhibited at an African American Weekly Newspaper Organization

[This Proceedings paper was revised and published in the 2019 issue of the journal Issues in Informing Science and Information Technology, Volume 16] Aim/Purpose: Little is known of the cultural competence or leadership styles of a minority owned newspaper. This autoethnography serves to benchmark one early 1990s example. Background: I focused on a series of flashbacks to observe an African American weekly newspaper editor-in-chief for whom I reported to 25 years ago. In my reflections I sought to answer these questions: How do minorities in entrepreneurial organizations view their own identity, their cultural competence? What degree of this perception is conveyed fairly and equitably in the community they serve? Methodology: Autoethnography using both flashbacks and article artifacts applied to the leadership of an early 1990s African American weekly newspaper. Contribution: Since a literature gap of minority newspaper cultural competence examples is apparent, this observation can serve as a benchmark to springboard off older studies like that of Barbarin (1978) and that by examining the leadership styles and editorial authenticity as noted by The Chicago School of Media Theory (2018), these results can be used for comparison to other such minority owned publications. Findings: By bringing people together, mixing them up, and conducting business any other way than routine helped the Afro-American Gazette, Grand Rapids, proudly display a confidence sense of cultural competence. The result was a potentiating leadership style, and this style positively changed the perception of culture, a social theory change example. Recommendations for Practitioners: For the minority leaders of such publications, this example demonstrates effective use of potentiating leadership to positively change the perception of the quality of such minority owned newspapers. Recommendations for Researchers: Such an autoethnography could be used by others to help document other examples of cultural competence in other minority owned newspapers. Impact on Society: The overall impact shows that leadership at such minority owned publications can influence the community into a positive social change example. Future Research: Research in the areas of culture competence, leadership, within minority owned newspapers as well as other minority alternative publications and websites can be observed with a focus on what works right as well as examples that might show little social change model influence. The suggestion is to conduct the research while employed if possible, instead of relying on flashbacks.