Meritocracy, Bias, and Allyship in the Workplace

Research from professor Stephanie Creary shows that creating pathways to success for women and racial minorities in business requires a closer look at the many obstacles in their way.

1
Fostering Optimism

Given the daunting nature of the material, Creary splits this lecture into two classes, with the second unit focused on a group activity aimed at positive change.
2
Different Students, Different Views

Undergraduates in Creary’s course tend to see the material as common sense and want to apply these lessons to become successful. With work experience under their belts, MBAs focus more on what they’ve seen in their careers and how to dismantle systems of bias.
3
Network Failure

All too often, Creary says, women and racial minorities don’t have access to professional networks and thus miss out on “the insider scoop that helps you get ahead.”
4
Obstacles to Allyship

Even among equals within an organization, there can be fear of being penalized for supporting underrepresented racial minorities or women.
5
Be Bold or Be Silent?

The Army study revealed three identity defense strategies among leaders: “downplay” identity as a factor; “cover” or hide one’s identity; and “express” one’s identity openly (e.g., a Black officer discussing his membership in a Black fraternity).
6
Complex Dynamics of Support

For Army officers, simply following the SOP manual on mentoring won’t be helpful — it doesn’t reveal the hidden advantages of networks and advocates that lead to career success. Differentiated support is best — pay attention to identity, be proactive, advocate, and have difficult conversations.
7
One Giant Leap for Advocacy

Creary created her “LEAP” framework for becoming a better ally to Black employees: Listen and learn; engage in diverse and casual settings; ask about work and goals; and provide opportunities and support.
8
Break Out of Mentorship Silos

Gaining specific advice relating to one’s work is essential, as is diversity in role models. “Multiple mentors are necessary,” says Creary. “You need to learn from people who don’t look like you.”

One percent of Fortune 500 CEOs are Black, and of that small number, none are Black women. This shocking but sadly unsurprising statistic sets the table for a conversation on “Meritocracy, Bias, and Allyship,” a key lecture in Stephanie Creary’s Leading Diversity in Organizations course for both undergraduate and MBA students — the first class of its kind at Wharton. To tackle such a complex topic, the assistant professor of management focuses on three areas of learning: challenges facing women and underrepresented racial minorities in reaching senior leadership roles; obstacles that can inhibit support; and the often-unseen impacts of identity experiences in the workplace.

Reaching the “last rung” on the ladder of success requires tools that are often denied to women and racial minorities, including support from management and peer networks, Creary says. Even when support is offered, research shows that the perception of risk is an inhibiting factor — for example, senior men may be reluctant to support junior women out of fear that their intentions could be misinterpreted as inappropriate. Leaders also fall prey to the meritocracy fallacy, thinking talent and effort are all that are needed for success while overlooking the value of advocacy.

Creary also shares the eye-opening results of a study she conducted of 34 senior U.S. Army officers to better understand how they support the women and racial minority professionals they lead. She found their past and present professional experiences create “identity defenses” that shape their support styles, and that not all who try to support are doing so in the most effective ways. Some Black officers expressed their struggle to be seen as prototypical leaders and not just leaders of color; many male officers still wrestle with the role of women in the military. Among the numerous challenges her study revealed, says Creary, is, “How do you train leaders that just showing up to be a mentor isn’t enough?”

Of course, current events like the #MeToo and Black Lives Matter movements help to shape the class discussion, but Creary finds the material speaks to broader fundamental and sometimes uncomfortable truths. “It really gets at these values that students hold and challenges the notion that if you work hard, you’ll be successful,” she says. “It’s the heart of the American dream.”

Published as “At the Whiteboard With Stephanie Creary” in the Fall/Winter 2020 issue of Wharton Magazine.

Download the Latest Issue

Download PDF

Explore More:

Professor Cait Lamberton in a white shirt with black sleeves gestures at handwritten notes on a whiteboard.

Ideas

Marketing

Spring/Summer 2024

Meeting Customers Where They Are

People want to be recognized and respected by the businesses they interact with. Professor Cait Lamberton explains how organizations can get it right.